Strategic Alignment within a TMO: Perceptions of Project Success

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.