Modeling strategic alignment in project networks

This paper explores the challenges that occur when collaborating organizations seek to align multiple strategic objectives through a single construction project and examines those factors that influence the strategy of a project network. Unlike intra-organizational projects that operate in the boundaries of a single organization, a project network operates in an environment of overlapping boundaries whereby multiple organizations simultaneously seek to ensure their strategic objectives are realized through a single strategic project. A model presenting a hierarchy of inter-organizational strategic objectives is developed from the empirical findings of a study of four construction projects. Internal and external tensions influencing the project strategy of the network are identified. The study finds that effective project governance, leadership and taking account of client complexity are important in the strategic alignment of inter-organizational projects, and this informs the development of the new model.