The strategic formation of project networks: a relational practice perspective

Manning, Stephan (2010) The strategic formation of project networks: a relational practice perspective. Human Relations, 63 (4). pp. 551-573. ISSN 0018-7267

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Abstract

This article develops a relational practice perspective on the strategic formation of project networks as organizational forms, based on structuration theory and an in-depth case study of a European researcher and his project network. Project networks are defined as strategically coordinated sets of longer-term, project- based relationships. As project entrepreneurs advance in their careers from project partners to network coordinators, they learn to apply and combine certain practices through which they gradually transform part of their emerging professional networks into strategically coordinated project networks. These practices include: making and renewing project-based contacts, pooling potential project partners, and maintaining core project partnerships. This study advances our understanding of the institutional embeddedness of network agency and the micro-foundations of networks as organizational forms in project businesses and beyond.

Item Type: Article
Keywords: Coordination capacity, network coordination, network formation, network pools, project entrepreneur, project network, relational practices, strategic agency, structuration theory
Schools and Departments: University of Sussex Business School > Business and Management
Subjects: H Social Sciences > H Social Sciences (General)
Depositing User: Stephan Manning
Date Deposited: 24 Sep 2019 18:00
Last Modified: 25 Sep 2019 07:01
URI: http://sro.sussex.ac.uk/id/eprint/86271

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