Strategic alignment within a TMO: Perceptions of project success

Current research into the strategic alignment of projects makes the assumption that temporary organisations are formed within the organisational boundary of a single, parent organisation. Within the construction industry, the temporary organisation operates within an environment of overlapping organisational boundaries, where multiple organisations simultaneously seek to make representation on a single endeavour. As a consequence, it is proposed that there may be a lack of consensus among organisational actors as to the perception of project success. Instead, the TMO will be in a state of negotiation and compromise as it seeks to align the project with multiple organisational strategies. The aim of this paper is to identify the source of tensions in the alignment of organisational strategies by investigating how varied organisational actors' measure success on a single construction project. Using case study methodology, a model is presented identifying nodes where tensions in alignment of strategies may occur. Findings suggest that a lack of strategic alignment is inherent in construction projects with the client being the most influential stakeholder.