ABSTRACT
Chapter 2 introduced the concept of project alliances. Issues relating to trust and commitment, which are relevant to this chapter, were also raised and discussed in Chapter 3, and aspects of organisational culture were presented in Chapter 9. Chapter 12 presented PhD findings from a range of project alliances and focused on alliance formation at the front-end stage of a project. This chapter provides findings relating to how innovation was enacted by an innovative organisation in a specific project alliancing case study in Australia. This links with Chapter 8 and models discussed in that chapter on how organisations can become innovative. This chapter’s focus is centred on how alliancing can foster, support and enhance innovation. As part of this focus, the work environment is identified as critical and so this links with Chapter 10 in which the quest for talent is clearly acknowledged.
