Dimensions of governance in interorganizational project networks

Abstract

PurposeThe purpose of this study is to create a framework to analyze approaches for coordination, adaptation and safeguarding of exchanges in interorganizational project networks.Design/methodology/approachAn analysis framework to analyze governance in project networks was created based on a systematic review of existing literature. The framework was applied to analyze governance approaches used in a large infrastructure project implemented with an alliance project delivery method to illustrate the practical validity of the framework.FindingsThe analysis framework categorized governance in project networks in six dimensions: goal setting, rewarding, monitoring, roles and decision-making, coordination and capability building. A set of questions for each governance dimension was created and the analysis framework was applied in the context of a project alliance.Research limitations/implicationsThe focus of this research is on governance internal to a project network. The authors identified dimensions of governance in project networks and related governance approaches based on a systematic literature review. The practical applicability of the framework was validated in a single case study setting.Practical implicationsThe paper introduces a concept of governance in project networks, which takes the perspective that all actors that have an influence on project implementation are part of an interorganizational project network. The focal organization may have had a significant role in the design of governance, but governance also emerged from the network structure of companies and the interactions among them. The analysis framework created in this research can be used to design and analyze governance in different type of project context.Originality/valueThe paper introduces a concept of governance in project networks, which takes the perspective that all actors that have an influence on project implementation are part of an interorganizational project network.

Contractual and relational enforcement in the aftermath of contract violations: the role of contracts and trust

“…Yet, some recent studies (e.g., Lumineau and Malhotra, 2011;Eckhard et al, 2012) have implied that even with full cooperation and in the absence of opportunism, the goal of the transaction may not be achieved due to misunderstandings of the tasks or lack of clarity about the roles of the two parties. These problems are very common in construction projects, as they are characterized by high levels of task complexity and environmental uncertainty (Gao et al, 2018;Kujala et al, 2020). Accordingly, these studies have begun to pay attention to contract structure and other contract functions besides control functions.…”

Defining integration capability dimensions and creating a corresponding self-assessment model for inter-organizational projects

“…Complex project or project alliance capability building has been strongly linked to, first, collective learning, especially to the organization learning to manage project alliances, and second, to inter-organizational learning related to knowledge transfer across organizational boundaries (Hietaj€ arvi et al, 2017b;Wang and Rajagopalan, 2015). In other words, the project capability-building process can be analyzed and understood through project-based learning (Brady and Davies, 2004), where systematic training and continuous learning among the project parties and personnel are essential (Kujala et al, 2021)-a process that can be assumed to be analogous to integration capability building.…”

“…When it comes to proactively managing project performance, continuously assessing the key dimensions of inter-organizational integration over the project life cycle is critical (Baiden et al, 2006;Ibrahim et al, 2016). Relevant practical examples of this are found in projects that have made significant investments in measuring the collaborative behaviors and abilities of IJMPB 15,8 bidding alliances (Chakkol et al, 2018), whereas actor selection during procurement, considering suppliers, and project personnel are essential elements in the governance of project capability building (Kujala et al, 2021). However, more research is needed on how to assess the dimensions of inter-organizational integration in practice.…”

“…Project networks connect legally independent but operationally interdependent organizations and individuals (Manning, 2017), and they can either sustain over individual projects or be formed only to execute a single inter-organizational project (DeFillippi and Sydow, 2016). The challenges of implementing a large inter-organizational project are related to difficulties in aligning multiple perspectives and achieving a shared understanding of project goals (Kujala et al. , 2021).…”

“…Relevant practical examples of this are found in projects that have made significant investments in measuring the collaborative behaviors and abilities of bidding alliances (Chakkol et al. , 2018), whereas actor selection during procurement, considering suppliers, and project personnel are essential elements in the governance of project capability building (Kujala et al. , 2021).…”