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Employee engagement has continued to develop as an area of both academic and business interest but there remains paucity in literature that links employee engagement to engineering alliances and concomitant achievement of project success. This research examines current theoretical concepts and praxis contributions of institutions that represent industry. This research is contextualised within the engineering sector and does not specifically address other sectors such as, for example, healthcare, and public sectors. The research outlines key components of an employee engagement model within an engineering alliance and does not critically focus attention on conceptual notions of employee engagement not their utility. The research has novelty in that, to our knowledge, it is original in defining employee engagement in an engineering alliance. It addresses the knowledge gap in this area and makes a contribution to academic discourse pertaining to employee engagement as a developing approach to managing projects.
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