International Review of Automatic Control (I.RE.A.CO.) Copyright © 2008 Praise Worthy Prize S.r.l. - All rights reserved Automation systems in building construction sector in Albania O. Zavalani 1 , N. Baci 2 , S. Martini 3 Abstract – Investments within the building construction sector in Albania are of the utmost importance. Despite this fact, the sector has a weak response concerning investments in building automation systems. The goal of this study is to find out the framework which drives building construction companies’ behavior for no investments in such systems and propose new approaches for promoting them. We analyze decision-making processes and choices of companies using a processual/contextual approach to built up a model of investment decision- making process, describing factors influencing in such field. This analyze guide us toward a different approach to promote automation systems. Reducing product cost by reducing energy and labor cost is found to be the main driver for investments in automation systems. Copyright © 2010 Praise Worthy Prize S.r.l. - All rights reserved . Keywords: Building construction, Automation systems, Management, Decision, Investment. References [1] Albanian Institute of Statistics, 2009, viewed 10 June 2009, http://www.instat. gov.al. [2] W. Kastner, G. Neugschwandtner, S. Soucek and H. Newman, Communication systems for building automation and control, Proceedings of the IEEE, Vol. 93, No. 6 , pp.1178-1203, 2005. [3] R. Butler, L. Davies, R. Pike andJ. Sharp, Strategic investment decisions (Routledge, London,1993). [4] H. Mintzberg, D. Raisinghani and A. Theoret, The structure of ‘unstructured’ decision processes”, Administrative science quarterly, Vol. 21, (Issue 2), pp. 246- 275, 1976. [5] C. Cooremans, Strategic fit of energy efficiency, Summer study, ECEEE 2007, University of Geneva, Switzerland , 2007. [6] J.L. Bower, Managing the Resource Allocation Process, (2nd Ed., Harvard Business School Press, Boston 1986). [7] G. Koenig, De l’investissement stratégique, in Images de l’investissement , Ouvrage collectif coordonné par Charreaux G., Vuibert, Paris, pp. 231-257, 2001. [8] E. H. Schein, Organizational culture and leadership, (3rd Edition, Jossey-Bass, San Francisco, 2004). [9] D. C. Hambrick and P. A. Mason, Upper echelons: The organization as a reflection of its top managers, Academy of management review, Vol. 9, No. 2, pp. 193-206, 1984. [10] E. Segelod, Corporate control of investments and management styles , International journal of production economics, Volume 43, (Issues 2- 3), Pages 227-237, 1996. [11] P. Schoemaker, Strategic decisions in organizations: Rational and behavioural views, Journal of management studies, Vol. 30, (Issue 1), 0022-2380, pp. 106-129, 1993. [12] P. Dawson, Teaching and quality: change in the workplace, (International Thomson Business Press, London, 1996). [13] A.M. Pettigrew, Context and action in the transformation of the firm, Journal of management studies, Vol. 24, (Issue 6), pp. 649-70, 1987. [14] C. Carr and C. Tomkins, Context, culture and the role of the finance function in strategic decisions. A comparative analysis of Britain, Germany, U.S.A. and Japan, Management accounting research, Volume 9, (Issue 2), pp. 213-239, 1998. [15] E. De Bodt and H. Bouquin, Le contrôle de l’investissement, in Images de l’investissement, Ouvrage collectif coordonné par Charreaux G., Vuibert, Paris, pp. 115-166, 2001. [16] C. Geertz,The interpretation of culture, (Basic books, New-York,1973) [17] S. Schneider and J.L Barsoux, Managing across cultures, (3rd Edition, Prentice Hall, London, 1999).