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The appropriate management of construction projects presupposes a clear comprehension of the structure of the temporary multi‐organization (TMO); however, most of the work on the structuring of TMOs has concentrated either on procurement strategies or the structure of individual organizations. Current approaches, therefore, do not fully consider the roles of all project stakeholders, the informal communications, and the complexity of the client organization. Instead, we argue that the contingency theory contributes to the understanding of the structuring of TMOs. The analysis of 27 recent construction projects allows us to identify two contingency factors and patterns of configuration of the TMO.