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dc.contributor.authorYoung, Brendan
dc.contributor.authorHosseini, Ali
dc.contributor.authorKlakegg, Ole Jonny
dc.contributor.authorLædre, Ola
dc.date.accessioned2019-01-23T15:45:17Z
dc.date.available2019-01-23T15:45:17Z
dc.date.created2018-06-14T15:20:28Z
dc.date.issued2018
dc.identifier.issn2317-3963
dc.identifier.urihttp://hdl.handle.net/11250/2582019
dc.description.abstractThis research shows that alliancing can be identified by 25 hard elements. It seems the case that no single element is unique to alliancing, but rather it is the combination of elements that really makes the alliancing model a unique project delivery model. The study identified twelve project characteristics that make a project suitable for alliancing, along with an explanation of how the alliance elements address these characteristics. These findings will help assist academics and practitioners new to the alliancing model understand what alliancing is and when it is suitable to use.nb_NO
dc.language.isoengnb_NO
dc.publisherMundo Pressnb_NO
dc.titleWhat Makes an Alliance an Alliance – Experiences from Australian Infrastructure Projectsnb_NO
dc.title.alternativeWhat Makes an Alliance an Alliance – Experiences from Australian Infrastructure Projectsnb_NO
dc.typeJournal articlenb_NO
dc.typePeer reviewednb_NO
dc.description.versionpublishedVersionnb_NO
dc.source.volume6nb_NO
dc.source.journalJournal of Modern Project Managementnb_NO
dc.source.issue1nb_NO
dc.identifier.cristin1591279
dc.description.localcodeCopyright © 2018 The Authors.nb_NO
cristin.unitcode194,64,91,0
cristin.unitnameInstitutt for bygg- og miljøteknikk
cristin.ispublishedtrue
cristin.fulltextoriginal
cristin.qualitycode1


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