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So alike yet so different: A typology of interorganisational projects

Research output: Contribution to journalReview ArticleScientificpeer-review

Details

Original languageEnglish
Pages (from-to)1007-1018
Number of pages12
JournalInternational Journal of Project Management
Volume36
Issue number8
DOIs
Publication statusPublished - Nov 2018
Publication typeA2 Review article in a scientific journal

Abstract

Large projects are predominantly carried out in interorganisational networks that temporarily unify the efforts of multiple firms to work towards a shared goal, such as the construction of a complex infrastructure asset. While earlier research has highlighted multiple features that are salient to these interorganisational projects (IOPs), and discussed how they are managed, research that would systematically address the differences amongst IOPs is still at its infancy. Drawing on a review of existing research on project organising and network research, the current paper proposes a typology of IOPs consisting of three ideal network types: market-based network, dyad-driven network, and integrated core network. Differences amongst the three types of networks in their structural properties, governance, and antecedent factors are discussed in light of empirical examples, extending our understanding of IOPs as dominant forms of organising production across a broad range of industries

Keywords

  • Interorganisational projects, Typology, Network structure, Network governance, Network antecedents, Large project governance

Publication forum classification

Field of science, Statistics Finland