Haniff, A and Ogunlana, S O (2015) Strategic alignment within a TMO: Perceptions of project success. In: Raiden, A and Aboagye-Nimo, E (eds.) Proceedings of 31st Annual ARCOM Conference, 7-9 September 2015, Lincoln, UK.
Abstract
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.
| Item Type: | Conference Paper (Paper) |
|---|---|
| Uncontrolled Keywords: | alignment; strategic fit; project success; temporary multi-organisations |
| Index terms: | construction project, methodology, construction industry, organizational boundary, boundaries, strategic fit, negotiation, temporary multi-organization, project success, case study, strategy, temporary organization |
| Subjects: | business, data collection methods, property law, project management theory and practice, organizational theory, production management, research methods, management, industry analysis, sociology, conflict resolution |
| Topics: | Legal Issues, Organizational Design, Business Strategy, Research Practice, Project Management, Stakeholder 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