Haniff, A P (2017) The alignment of strategic objectives within the context of temporary multi-organisations. PhD thesis, Heriot-Watt University, UK.
Abstract
Current research investigating the alignment of projects with organisational strategy has predominantly focused on formation and implementation of strategic objectives within the boundary of a single, permanent organisation. Within the construction industry, the temporary organisation, created by the client organisation to deliver the project, is formed from multiple organisations that are brought together, under contractual conditions, to engage in a single endeavour. This creates a situation whereby multiple strategic objectives, and hence, multiple perceptions of project success, are pursued at anyone time. The research, forming this thesis, investigates how the varied organisations that comprise a Temporary Multi-Organisation (TMO) seek to align multiple strategic objectives within the context of a single construction project, and realise project success. In achieving this aim, the study exposes a number of ambiguities and difficulties organisations face when seeking to realise strategic objectives through a TMO. Four cases of recently complete construction projects within the public sector were selected for empirical study. Qualitative data collected from interviews with actors across organisations participating in each TMO, was supported by secondary data comprising of project documentation from each case. The study finds that the strategy of the TMO, which evolves to realise project success, is guided by the varied strategic objectives of organisations participating in the project, and is influenced by the environmental conditions, procurement strategies, client complexity and leadership style of the client project manager, which together, influence the strategic behaviour of the TMO. This research contributes to theories of strategic fit and the theory of temporary organisations through a model of strategic alignment within the context of a TMO that explains the complex interactions, which occur when multiple organisations engage within a single construction project. The research also contributes to the understanding of project success through a model of identifying the varied and competing success criteria within a TMO. Finally, the research contributes to leadership theory, through analysis of leadership styles within the context of a TMO.
| Item Type: | Thesis (Doctoral) |
|---|---|
| Thesis advisor: | Ogunlana, S; Bowles, G and Sanders, J |
| Uncontrolled Keywords: | complexity; construction project; interview; leadership; procurement; project manager; public sector; strategic fit; temporary multi-organisations |
| Index terms: | client organization, leadership style, face, strategy, organizational strategy, interview, success criteria, complexity, environmental conditions, strategic fit, project documentation, construction project, temporary organization, secondary data, public sector, procurement strategy, project manager, project success, temporary multi-organization, construction industry, interaction, implementation, empirical study, client project manager |
| Subjects: | business, profession, data collection methods, project management theory and practice, management, systems engineering, industry analysis, administrative law, practitioner, client relations, contractual arrangements, environmental science, project planning, psychology, organizational theory, production management, research methods, behavioral psychology, leadership, assessment methods |
| Topics: | Engineering Principles, Project Management, Sustainability, Procurement, Legal Issues, Business Strategy, Research Practice, Stakeholder Management, Roles and Professions, Organizational Design |
| Descriptive scope: | 5 PCTEA |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here