Relations intra- and inter-organisations for the study of the temporary multi-organisation in construction projects

Abstract

Construction projects are carried out by a temporary team of heterogeneous organisations called a 'temporary multi-organisation' (TMO). TMOs are constituted by procurement strategies on the part of the project client which emphasise the inter-organisation relations but which put little emphasis on the impact of internal, i.e., intra-organisational, structures, including those of the client. These procurement strategies mostly concern the contractual arrangements between the client and contractors and/or professionals. However, they do not specifically allow for anticipating the impact the participants' internal structures and relationships might have on these contractual arrangements. This article examines how the mechanisms of coordination inter- and intra-organisations influence the TMO. The research is based on the in-depth analysis of nine projects and of three institutional clients in Canada. Research findings show that formal and informal relations between project participants do not necessarily follow the legally binding procurement strategies. The findings permit identifying common patterns regarding the importance of intra-organisation relations within institutional clients, and between them and the participants of the construction industry. The patterns suggest four representative configurations of the TMO.