The strategic alignment of projects within the context of temporary multi-organisations

Research into the alignment of projects with organisational strategy predominantly focuses on the formation and implementation of strategic objectives within the boundary of a single organisation. The aim of this paper is to explore the complex interactions, processes, influences and constraints that occur when multiple organisations engage in a single construction project. Drawing on the emprical findings and cross-case anylsis from four case studies, the paper presents a theoretical model of strategic alignment within the context of a Temporary Multi-Organisation, whereby multiple organisations simultaneously seek to ensure their own organisational strategies are realised through a single project.