RA7WP 2010 HR Project Network Formation.pdf (377.34 kB)
The strategic formation of project networks: a relational practice perspective
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.
History
Publication status
- Published
File Version
- Accepted version
Journal
Human RelationsISSN
0018-7267Publisher
SAGE PublicationsExternal DOI
Issue
4Volume
63Page range
551-573Department affiliated with
- Business and Management Publications
Full text available
- Yes
Peer reviewed?
- Yes
Legacy Posted Date
2019-09-24First Open Access (FOA) Date
2019-09-24First Compliant Deposit (FCD) Date
2019-09-24Usage metrics
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