Improving multi-organizational team integration using organizational strategies

• Published in: Proceedings of the International Conference on Industrial Engineering and Operations Management
• Main Author: Rahmat A.B.; Ibrahim C.K.I.C.
• Format: Conference paper
• Language: English
• Published: IEOM Society 2018
• Online Access: https://www.scopus.com/inward/record.uri?eid=2-s2.0-85066950795&partnerID=40&md5=d5ca031b53e7c7ede99d1a2a0efadd14

This study is to review the multi-organizational team integration practice to enhance the organizational strategies in delivering the construction projects. Therefore, this paper aims to integrate the key determinants of multi-organizations and reviewing the literature in merging a set of key determinants of multi-organizational integration with the well-established McKinsey 7S model. Subsequently, a set of questionnaires was designed to gain insight and opinion from experts in terms of the relevancy of the determinants underpinning the dimensions of the McKinsey 7S model. The identified 23 key determinants (KDs) initially assessed by award winning construction organizations from Malaysian Construction Industry Excellence Awards (MCEIA). Then, the validated KDs presented by 34 construction practitioners to figured out its relevancy to the strategies in the McKinsey 7S model. The findings showed that the KDs of multi-organizational integration complementary with the strategies in the McKinsey 7S model. This study recognizes that while the success of multi-organizational integration depends on many determinants, it further extends the integration literature by giving insights into what are the dominant organizational strategies influencing the multi-organizational integration practice. © IEOM Society International.