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So alike yet so different: A typology of interorganisational projects

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So alike yet so different: A typology of interorganisational projects. / Ahola, Tuomas.

In: International Journal of Project Management, Vol. 36, No. 8, 11.2018, p. 1007-1018.

Research output: Contribution to journalReview ArticleScientificpeer-review

Harvard

Ahola, T 2018, 'So alike yet so different: A typology of interorganisational projects' International Journal of Project Management, vol. 36, no. 8, pp. 1007-1018. https://doi.org/10.1016/j.ijproman.2018.07.005

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Ahola, Tuomas. / So alike yet so different: A typology of interorganisational projects. In: International Journal of Project Management. 2018 ; Vol. 36, No. 8. pp. 1007-1018.

Bibtex - Download

@article{e8c02d537fb4492d9773456a21feb779,
title = "So alike yet so different: A typology of interorganisational projects",
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",
author = "Tuomas Ahola",
year = "2018",
month = "11",
doi = "10.1016/j.ijproman.2018.07.005",
language = "English",
volume = "36",
pages = "1007--1018",
journal = "International Journal of Project Management",
issn = "0263-7863",
publisher = "Elsevier",
number = "8",

}

RIS (suitable for import to EndNote) - Download

TY - JOUR

T1 - So alike yet so different: A typology of interorganisational projects

AU - Ahola, Tuomas

PY - 2018/11

Y1 - 2018/11

N2 - 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

AB - 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

KW - Interorganisational projects

KW - Typology

KW - Network structure

KW - Network governance

KW - Network antecedents

KW - Large project governance

U2 - 10.1016/j.ijproman.2018.07.005

DO - 10.1016/j.ijproman.2018.07.005

M3 - Review Article

VL - 36

SP - 1007

EP - 1018

JO - International Journal of Project Management

JF - International Journal of Project Management

SN - 0263-7863

IS - 8

ER -