Civil Engineering Construction Projects Strategic Alliances: Managing the Alliance Communications

Dr. Dimitrios P. Kamsaris,
Professor of Organizational Behavior
UGSM Business School,
Switzerland

Stefanos Kougoulos,
Lecturer of Project Management
Bilston Community College,
UK

Christos Nicolis
MSc, Construction Project Management
Heriot Watt University, UK

Greece and UK


Abstract

The objective of this paper is to present a topic of Inter-strategic alliance communications in the Greek construction industry.

What presuppositions underlie the conceptions concerning the communication process? What effects are produced by such representations? How are subjects constituted within the communication?

The questions were answered by persons from different levels of the hierarchy chain of the all departments of the strategic alliance enterprises.

Keywords: Strategic alliance; Project Management, Communication.

Introduction

The objective of this paper is to present a topic of Inter-strategic alliances communications in the Greek construction industry.

In summary, the view taken in this report is: (a) in every organization a particular kind of communication is expressed (b) the communication is prevailing the organization and, (c) in each organization the values and the forms of communication are combined in a unique “pattern” of communication.

The research focuses on the construction industry in Greece and more specifically, the organizations that have developed strategic alliances, and examines the way the members of different companies communicate with each other in order to achieve the set goals and how they view each other.

Theoretical framework

Strategic alliances

In periods of crisis, companies demand a competitive advantage one source of which can come from other companies by the development of alliances. In this paper the term ‘strategic alliances’ is used to describe all kinds of collaborations between independent companies. According to Grant and Baden-Fuller (2004) the alliances is synonym to cooperative relationships developed agreements such as outsourcing, technical collaboration, and joint research projects. Li et al. (2000) argues that there is need to distinguish strategic partnering, which refers to “a long-term commitment beyond a discrete project” from project partnering that explains all kinds of interfaces established just for a single project. The formation of alliances involve a sharing of resources and according to Inkpen (1998) gathers firms with different skills and know-how in order to create learning opportunities for the partner firms.

Strategic alliances are integrated groups linked together to form one organization (Simon 1965), to increase the managerial efficiency (Granovetter 1973), or due to groups grow and interactions among actors cannot be sustained at levels high enough to integrate each actor directly into the common international enterprise (Robinson 1981). Subgroups may be areas of strong subcultures (Sackmann 1992) within an organizational culture.

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About the Authors

Dr. Dimitrios P. Kamsaris
Co-Author

Dr. Dimitrios P. Kamsaris is a Professor of Organizational Behavior at Monarch UGSM Business School in Switzerland and Visiting Professor of Management at Business Schools in France, UK, Denmark, Cyprus, and Greece. Dr. Kamsaris has completed postdoctoral education at Harvard University. He held CEO and managerial positions in Coca-Cola, Sherwin Williams, Athens 2004, Shell and D Constructions.  Today, he serves as a member of Board of Directors and management consultant in commercial and construction firms.  Furthermore, he trains public & private sector executives in the U.K., Denmark, Cyprus and Greece. Recently, he trained Pakistan Top Governmental Directors in UK.  He is published in business and academic journals and is a chartered member of the Cyprus Human Resource Management Association.  e-mail: [email protected]

Stefanos Kougoulos
Co-Author

Mr. Stefanos Kougoulos is a Lecturer at the Bilston Community College in the U.K while he is pursuing his Doctorate in Project Management at Monarch UGSM Business School in Switzerland.  He has extensive experience as a procurement engineer. His main responsibility is within the purchasing and investment department of the major oil seeds processing industry and maritime company in Greece, since 2006.   In the past, he has collaborated with technical naval bureau as a surveyor and drawing engineer. Mr. Stefanos Kougkoulos holds a Master of Science degree in Construction Project Management from Heriot Watt University, as well as a Bachelor degree in Mechanical Engineering. During his postgraduate thesis he conducted a research on the way the Project Success Factors Affect the Residential Construction Projects in Greece.  e-mail: [email protected]

Christos Nicolis
Co-Author

Christos Nicolis, holds a Master of Science degree in Construction Project Management from Heriot Watt University, as well as a Bachelor degree in Rural and Surveying Engineering from the National Technical University of Athens, Greece. During his postgraduate thesis he conducted a research on the Strategic Alliances in Project Management.  e-mail: [email protected]