Strategic Alignment within a TMO: Perceptions of Project Success

Amos Peter Haniff; Stephen Olubodunwa Ogunlana

Strategic Alignment within a TMO: Perceptions of Project Success

Amos Peter Haniff, Stephen Olubodunwa Ogunlana

Research output: Chapter in Book/Report/Conference proceeding › Conference contribution

Abstract

Current research into the strategic alignment of projects makes the assumption that temporary organizations are formed within the organizational boundary of a single, parent organization. Within the construction industry the temporary organization operates within an environment of overlapping organizational boundaries where multiple organizations simultaneously seek to make representation on a single endeavor. The aim of this paper is to identify where tensions of alignment may occur within a TMO, by investigating how varied organizational actors measure success on a construction project. Using case study methodology, a model is presented identifying fives nodes where tensions in alignment of strategies make occur.

Original language	English
Title of host publication	Proceedings of ARCOM 31st Annual Conference
Number of pages	10
Publication status	Published - 7 Sep 2015
Event	31st ARCOM Annual Conference - Lincoln, UK, United Kingdom Duration: 7 Sep 2015 → 9 Sep 2015

Conference

Conference	31st ARCOM Annual Conference
Country	United Kingdom
City	Lincoln, UK
Period	7/09/15 → 9/09/15

Keywords

Project Success
Strategic alignment
Temporay Multi-Organisations

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title = "Strategic Alignment within a TMO: Perceptions of Project Success",

abstract = "Current research into the strategic alignment of projects makes the assumption that temporary organizations are formed within the organizational boundary of a single, parent organization. Within the construction industry the temporary organization operates within an environment of overlapping organizational boundaries where multiple organizations simultaneously seek to make representation on a single endeavor. The aim of this paper is to identify where tensions of alignment may occur within a TMO, by investigating how varied organizational actors measure success on a construction project. Using case study methodology, a model is presented identifying fives nodes where tensions in alignment of strategies make occur. ",

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N2 - Current research into the strategic alignment of projects makes the assumption that temporary organizations are formed within the organizational boundary of a single, parent organization. Within the construction industry the temporary organization operates within an environment of overlapping organizational boundaries where multiple organizations simultaneously seek to make representation on a single endeavor. The aim of this paper is to identify where tensions of alignment may occur within a TMO, by investigating how varied organizational actors measure success on a construction project. Using case study methodology, a model is presented identifying fives nodes where tensions in alignment of strategies make occur.

AB - Current research into the strategic alignment of projects makes the assumption that temporary organizations are formed within the organizational boundary of a single, parent organization. Within the construction industry the temporary organization operates within an environment of overlapping organizational boundaries where multiple organizations simultaneously seek to make representation on a single endeavor. The aim of this paper is to identify where tensions of alignment may occur within a TMO, by investigating how varied organizational actors measure success on a construction project. Using case study methodology, a model is presented identifying fives nodes where tensions in alignment of strategies make occur.

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KW - Strategic alignment

KW - Temporay Multi-Organisations

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Y2 - 7 September 2015 through 9 September 2015

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