Strategic Alignment within a TMO: Perceptions of Project Success

Amos Peter Haniff, Stephen Olubodunwa Ogunlana

Research output: Chapter in Book/Report/Conference proceedingConference contribution


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 languageEnglish
Title of host publicationProceedings of ARCOM 31st Annual Conference
Number of pages10
Publication statusPublished - 7 Sept 2015
Event31st ARCOM Annual Conference - Lincoln, UK, United Kingdom
Duration: 7 Sept 20159 Sept 2015


Conference31st ARCOM Annual Conference
Country/TerritoryUnited Kingdom
CityLincoln, UK


  • Project Success
  • Strategic alignment
  • Temporay Multi-Organisations


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