Abstract
AbstractUsing an exploratory case study approach, this paper examines a $375 million [Australian dollars (AU$)] program alliance, which delivered 129 water infrastructure projects over a 5-year period that had implemented a dedicated rework prevention program. The program provided an environment that enabled collective learning to materialize throughout the project organization to produce a cooperative learning alliance. Based on the case study, this paper presents empirical evidence of how coaching engendered by authentic leadership enabled the translation from individual into collective learning to occur within a program alliance. A conceptual learning framework for program alliances derived from the empirical findings presented is proposed. It is proffered that the case study offers a learning opportunity for other organizations that are confronted with rework in their projects, particularly those adopting similar contracting strategies.
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