Strategic Alignment within a TMO: Perceptions of Project Success

Research output: Chapter in Book/Report/Conference proceedingConference 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 languageEnglish
Title of host publicationProceedings of ARCOM 31st Annual Conference
Number of pages10
Publication statusPublished - 7 Sep 2015
Event31st ARCOM Annual Conference - Lincoln, UK, United Kingdom
Duration: 7 Sep 20159 Sep 2015

Conference

Conference31st ARCOM Annual Conference
CountryUnited Kingdom
CityLincoln, UK
Period7/09/159/09/15

Fingerprint

Project success
Organizational boundaries
Temporary organization
Alignment
Strategic alignment
Overlapping
Construction industry
Construction project
Node
Methodology
Single parents

Keywords

  • Project Success
  • Strategic alignment
  • Temporay Multi-Organisations

Cite this

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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.",
keywords = "Project Success, Strategic alignment, Temporay Multi-Organisations",
author = "Haniff, {Amos Peter} and Ogunlana, {Stephen Olubodunwa}",
year = "2015",
month = "9",
day = "7",
language = "English",
booktitle = "Proceedings of ARCOM 31st Annual Conference",

}

Haniff, AP & Ogunlana, SO 2015, Strategic Alignment within a TMO: Perceptions of Project Success. in Proceedings of ARCOM 31st Annual Conference. 31st ARCOM Annual Conference, Lincoln, UK, United Kingdom, 7/09/15.

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 proceedingConference contribution

TY - GEN

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PY - 2015/9/7

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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.

KW - Project Success

KW - Strategic alignment

KW - Temporay Multi-Organisations

M3 - Conference contribution

BT - Proceedings of ARCOM 31st Annual Conference

ER -