Collaboration and Data Sharing in Inter-Organizational Infrastructure Construction Projects

Abstract

A close collaboration between infrastructure owners is crucial to address challenges in the design and execution of next-generation infrastructure projects for sustainable development. Managing and sharing data among parties involved in infrastructure projects, particularly the data required at the early stages of a project to design and develop an interconnected infrastructure project, appear to play a critical role in inter-organizational collaboration (IOC), but are often overlooked. In the present work, the status of collaboration and data sharing between infrastructure owners in inter-organizational infrastructure projects is studied to enhance our understanding of the relationship between collaboration and data sharing in horizontal IOCs. Explorative semi-structured interviews with practitioners were conducted at organizational and project levels in the infrastructure sectors in The Netherlands. The outcomes revealed that the theoretical benefits of IOC are not realized in practice and that managing and sharing data between infrastructure owners in inter-organizational projects (IOP) face many challenges. The findings suggest that collaboration and data sharing are interrelated in horizontal IOCs and are deemed crucial for the execution of IOPs. The findings of the present study demonstrate the importance of the bilateral relationship between effective collaboration and data sharing and provide an enhanced insight into horizontal forms of IOC and practices of next-generation infrastructure development.

Assessment criteria for inter-organizational collaboration in interconnected infrastructure projects

“…The management of interconnected infrastructure projects is challenging, requiring the coordination of tasks, and the application of multidisciplinary knowledge and skills from various infrastructure owners (Grafius et al, 2020;Nezami et al, 2022). The chance to enhance the efficiency and resilience of infrastructures largely hinges on establishing collaboration between infrastructure owners (Eriksson et al, 2017;Grafius et al, 2020).…”

“…Emmitt and Ruikar (2013) argue "the better the collaboration, the better the outcome of the project". However, collaboration is not a straightforward process and can be challenging to achieve, especially in complex construction projects (Faris et al, 2022;Nezami et al, 2022). More often than not, lack of close collaboration, poor communication, and deficient participation from team members are identified which necessitates an increased capability of assessing collaborative practices and promoting measures to facilitate IOC (Faris et al, 2022;Ibrahim et al, 2011).…”

Effect of Construction Manager's Political Skills on Relationship between Quality Management Practices and Inter-Organizational Project Success

“…These projects are complex due to the involvement of multiple stakeholders, varying objectives, and diverse operational environments [1][2][3]. The success of such projects is not merely contingent on efficient quality management practices but also significantly hinges on the nuanced role of project managers, especially in their political acumen [4][5][6][7][8]. Political skills in project management encompass the ability to navigate complex social networks, influence stakeholders, negotiate effectively, and achieve consensus among diverse groups, thus ensuring project alignment and success.…”

Inter-Organizational Collaboration in Interconnected Infrastructure Projects

“…However, despite the widely recognized benefits of IOC, there is also evidence that the full potential of collaboration is rarely reached [11][12][13][14]. IOC is a formidable challenge, primarily due to the presence of conflicting interests between the participating organizations [15,16].…”

“…However, despite the widely recognized benefits of IOC, there is also evidence that the full potential of collaboration is rarely reached [11][12][13][14]. IOC is a formidable challenge, primarily due to the presence of conflicting interests between the participating organizations [15,16]. In addition, organizations participating in IOC face problems that require significant efforts from various parties to resolve and are of a different kind and higher complexity than what they may encounter in their own organizations [17].…”