Innovation management on project alliances: A case study

Abstract

This paper investigates innovation in project alliances with particular reference to the Wivenhoe Alliance. It first examines the process of innovation by introducing a theoretical model before looking at the concept of project alliances in general and the necessary environment needed for innovation to thrive within this specific context. The paper goes on to analyse in depth the particular situation of the Wivenhoe Alliance and to describe how innovation has been promoted within its organisation, drawing conclusions and making recommendations of general interest for the industry.