The motives system for developing project-based inter-organizational cooperation

Zhang, Dingning; Guo, Ping; Zhao, Jing

doi:10.1016/j.ijproman.2021.11.010

Cited by 13 publications

(7 citation statements)

References 80 publications

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“…In addition, strong levels of identification with a particular organization may affect the success of collaborations (Zhong et al, 2023). Collaborators may be motivated to address the difficulties of collaboration as a response to potential organizational risks or benefits or for relational reasons at an interpersonal level (Zhang et al, 2022). Collaboration is also often structured as being project-based rather than as ongoing work.…”

Section: Learning To Span Boundaries Between Organizationsmentioning

confidence: 99%

Developing Interdisciplinary Learning: Spanning Disciplinary and Organizational Boundaries

Smith,

Callagher,

Hibbert

et al. 2024

Journal of Management Education

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Based on a study of a postgraduate course, we show how—through the processes associated with applying a strategic tool—students developed the understandings that allowed them to span disciplinary and organizational boundaries. We reveal how the students, working in groups and acting as consultants to industry clients, developed specific boundary-spanning skills learned through observation and practice (mimesis), and reflection. Namely, (1) working with others with different disciplines to establish roles and processes to operate successfully as a group, (2) establishing productive communication with other groups of diverse disciplines as part of project processes, (3) eliciting information from other groups of diverse specialists, and (4) managing an inclusive discussion process among other groups of diverse specialists for agreement. We discuss how these insights about mimesis and reflection add to pedagogic debates about instruction for interdisciplinary and inter-organizational learning and the implications for management education and development practice.

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Section: Learning To Span Boundaries Between Organizationsmentioning

confidence: 99%

Developing Interdisciplinary Learning: Spanning Disciplinary and Organizational Boundaries

Smith,

Callagher,

Hibbert

et al. 2024

Journal of Management Education

View full text Add to dashboard Cite

show abstract

“…As each PBO is unique, such as in their organizational size, mission characteristics, and environmental factors [73,74], it is difficult to accurately extract the impact of specific communication network features on project completion by directly observing and collecting data via scenario surveys. Current research has utilized gaming experiments to collect data, simulating the actual challenges faced in the work environment [44,75].…”

Section: Research Overviewmentioning

confidence: 99%

The Interactive Effects of Communication Network Structure and Organizational Size on Task Performance in Project-Based Organizations: The Mediating Role of Bootleg Innovation Behavior

Ding,

Feng,

Huang

et al. 2023

Buildings

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A PBO is a temporary organization formed by assembling members with diverse experiences and backgrounds, aimed at achieving specific innovation goals. Constructing a reasonable communication network structure and enhancing organizational synergy are effective ways to promote the sustainable development of the system. This study, based on the Input–Process–Output (IPO) model and social network analysis, utilized a group collaboration platform to conduct a three-stage communication experiment on 685 construction project managers. Under two organizational sizes, the internal mechanism of how communication networks with two levels of centralization influence task performance were tested. The results indicate that in the case of a smaller organizational size, PBOs using a decentralized communication network tend to achieve higher task performance. However, as the organizational size expands, PBOs employing a centralized communication network may surpass in task performance. Additionally, we found that with the expansion of organizational size, bootleg innovation behaviors of organizational members are continually stimulated, further enhancing collective task performance. This study, based on the evolution of communication network parameters, explores the structural characteristics of organizational communication networks and the mechanisms underlying the emergence of bootleg innovation behaviors. It delineates the key pathways for improving collective task performance. The findings can provide a scientific reference for the organizational evolution and development of engineering project management.

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“…Inter-organizational relationships refer to repetitive and enduring interactions and transactions between the unit and other organizations in the construction process (Lehtinen & Aaltonen, 2020). The involvement of many stakeholders in megaprojects leads to complex interorganizational relationships (Zhang et al, 2022). High-quality inter-organizational relationships have been found to significantly affect successful megaproject delivery.…”

Section: Mediation Effects Of Inter-organizational Relationshipsmentioning

confidence: 99%

Impact of Innovation Organization Network on the Synergy of Cross-Organizational Technological Innovation: Evidence From Megaproject Practices in China

Zhao

Dong-jiao

Chen

et al. 2023

Journal of Civil Engineering and Management

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The construction industry has made an indispensable contribution to China’s environmental and economic development. With the advent of the volatile, uncertain, complex, and ambiguous (VUCA) era, cross-organizational collaboration has enabled megaproject participants to engage significantly in problem-solving and technological innovation. The impact of innovation organization network on the synergy of cross-organizational technological innovation (COTI synergy) in megaprojects is imperative for theoretical researchers and engineering practitioners. Therefore, this study aims to develop a hypothetical model of innovation organization network and COTI synergy, focusing on the mediating role of interorganizational relationships and the moderating effect of the technological innovation environment. The results of 211 questionnaires from the Chinese construction industry show that innovation organization network improves COTI synergy. Trust and communication play a vital mediating role between innovation organization network and COTI synergy. Moreover, innovative culture has a significant positive moderating effect on innovation organization network and interorganizational relationships. From the perspective of organization network, this study provides new insights into the development of technological innovation management research on megaprojects, theoretical references, and practical suggestions for project teams in developing countries to improve collaborative technological innovation efficiency.

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The motives system for developing project-based inter-organizational cooperation

Cited by 13 publications

References 80 publications

Developing Interdisciplinary Learning: Spanning Disciplinary and Organizational Boundaries

Developing Interdisciplinary Learning: Spanning Disciplinary and Organizational Boundaries

The Interactive Effects of Communication Network Structure and Organizational Size on Task Performance in Project-Based Organizations: The Mediating Role of Bootleg Innovation Behavior

Impact of Innovation Organization Network on the Synergy of Cross-Organizational Technological Innovation: Evidence From Megaproject Practices in China

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