So alike yet so different: A typology of interorganisational projects
Research output: Contribution to journal › Review Article › Scientific › peer-review
Details
| Original language | English |
|---|---|
| Pages (from-to) | 1007-1018 |
| Number of pages | 12 |
| Journal | International Journal of Project Management |
| Volume | 36 |
| Issue number | 8 |
| DOIs | |
| Publication status | Published - Nov 2018 |
| Publication type | A2 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