Abstract
| 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 |
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Keywords
- Project Success
- Strategic alignment
- Temporay Multi-Organisations
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Strategic Alignment within a TMO: Perceptions of Project Success. / Haniff, Amos Peter; Ogunlana, Stephen Olubodunwa.
Proceedings of ARCOM 31st Annual Conference. 2015.Research output: Chapter in Book/Report/Conference proceeding › Conference contribution
TY - GEN
T1 - Strategic Alignment within a TMO: Perceptions of Project Success
AU - Haniff, Amos Peter
AU - Ogunlana, Stephen Olubodunwa
PY - 2015/9/7
Y1 - 2015/9/7
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.
KW - Project Success
KW - Strategic alignment
KW - Temporay Multi-Organisations
M3 - Conference contribution
BT - Proceedings of ARCOM 31st Annual Conference
ER -