Jeffries, M; Gameson, R; Chen, S E and Elliott, T (2001) The justification and implementation of project alliances: Reflections from the Wandoo B development. Journal of Construction Procurement, 7(2), pp. 31-41. ISSN 1358-9180
Abstract
The last decades have seen notable changes in the structure of organisations as well as in the management methods used in leading and directing these evolving organisational bodies. Unpredictable social, economical, technical and political aspects of a globalising society have encouraged organisations to consider forming business alliances as a risk management strategy. This has created a need for organisations to find new ways in which to compete in the continually evolving construction industry. Project alliances have been identified as a successful management strategy that is used to change current construction culture to one that promotes a win-win situation. Project alliances are a relatively new experience within the Australian construction industry with the Wandoo B Development project one of the first major projects to experience alliancing completed in 1997. This paper case studies the Wandoo Alliance by identifying and exploring the elements that influence the implementation of project alliances and justifying the reasons for its formation.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | Australia, case study, implementation, project alliances, Wandoo B development |
| Index terms: | risk management, reflection, implementation, construction industry, case study, management strategy, alliancing, Australia, major project, management method, society, project alliance, strategy |
| Subjects: | industry analysis, professional development, management, risk assessment, data collection methods, communities and social development, Geography, contractual arrangements, strategic project management |
| Topics: | Research Practice, Information Management, Business Strategy, Stakeholder Management, Project Management, Geographical Context, Procurement, Risk Management |
| Descriptive scope: | 4 PCTE |
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