The rise of project network organizations: building core teams and flexible partner pools for interorganizational projects

Manning, Stephan (2017) The rise of project network organizations: building core teams and flexible partner pools for interorganizational projects. Research Policy, 46 (8). pp. 1399-1415. ISSN 0048-7333

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Abstract

This study shifts attention from project-based firms (PBFs) to project network organizations (PNOs) as increasingly important interorganizational contexts of project collaboration. As a result of organizational specialization, PNOs have emerged as generic organizational forms combining the coordination capacity of PBFs with the resource richness of networks. PNOs connect legally independent, yet often operationally interdependent individuals and organizations in strategically coordinated sets of core project teams and flexible partner pools that sustain beyond singular projects. Based on an empirical review of PNOs in film, event organizing, construction, complex product and system development, research, open innovation and international development, core features, antecedents and differentiating properties of PNOs are identified. Structural differences are related to project variety and connectivity, degree of specialization and geographic concentration of resources. Findings extend our understanding of interorganizational project coordination across fields, and the interplay of PBFs, networks and project entrepreneurship.

Item Type: Article
Keywords: Projects, networks, collaboration, organizational form, specialization, project-based firms
Schools and Departments: School of Business, Management and Economics > Business and Management
Subjects: H Social Sciences > H Social Sciences (General)
Depositing User: Stephan Manning
Date Deposited: 25 Sep 2019 18:29
Last Modified: 26 Sep 2019 07:00
URI: http://sro.sussex.ac.uk/id/eprint/86247

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