Search results

Sharing tacit knowledge across firm boundaries is challenging in architectural and engineering design projects as tacit knowledge is embedded in the designer’s mind. It thus requires autonomous motivation. This study aims to examine how clients integrate distributive justice (DJ), procedural justice (PJ) and interactional justice (IJ) to motivate tacit knowledge sharing in interorganizational architectural and engineering (A/E) design projects.

A theoretical model was built, describing how the combination of distributive, procedural and interactional justice influences tacit knowledge sharing. This model was then verified using latent profile analysis (LPA) of 360 A/E design projects.

A total offour subgroups with quantitatively different combinations of distributive, procedural and interactional justice were identified. Within each subgroup, the levels of the three forms of justice were quite aligned. The results indicate that clients often implement interorganizational justice in a collective manner. Among the four subgroups, projects with the highest level of justice combination have a significantly higher level of tacit knowledge sharing than the other three. This indicates that sharing of tacit knowledge is driven by the overall level of interorganizational justice.

The configurational approach complements previous research by presenting how combinations of interorganizational justice influence tacit knowledge sharing in A/E design projects.

The paper aims at identifying knowledge sharing barriers and enablers in an interorganizational setting at different levels of units. For this purpose, the interorganizational setting of Peshawar Bus Rapid Transit project in Pakistan is examined.

This study adopts an exploratory single case study approach. The empirical data comprise semi-structured interviews and archival documents. Thematic analysis is used for analyzing the data.

The findings identify distinct knowledge sharing barriers and enablers at different level of units (individual, team, organizational and interorganizational). Based on the findings, an integrative framework of knowledge sharing barriers, enablers, and levels of units is proposed. Furthermore, the findings provide guidance to managers as the findings show how different knowledge sharing barriers and enablers are important at different levels of units.

This study novelty lies in determining separate sets of knowledge sharing barriers and enablers at different level of units in an interorganizational project. This study contributes to the literature on knowledge sharing by studying an interorganizational project.

This paper aims to focus on knowledge sharing process in an interorganizational setting. For this purpose, the context examined is the Orange Line metro train project in Pakistan, in which multiple organizations are involved.

This paper adopts a single case study approach. The empirical data comprises semi-structured interviews and archival documents. Thematic analysis is used for analyzing the data.

The findings present distinct mechanisms of knowledge sharing, which include knowledge sharing tools, both formal and informal; types of knowledge, i.e. tacit and explicit knowledge; and levels of units such as individuals, teams, organizations (internal knowledge sources) and the interorganizational level (external knowledge sources). Based on the findings, the authors propose an integrative model of the interplay between knowledge sharing tools, types of knowledge and levels of units. Furthermore, the findings depict that the knowledge sharing tools and types of knowledge are important at different levels of units, but their importance may vary depending on whether they are primary or supporting for different levels of units.

This paper contributes to the literature on knowledge-based theory by examining knowledge sharing in an interorganizational project. The proposed model deepens our understanding of the practices and processes of interorganizational knowledge sharing.

The purpose of this study is to consolidate the existing research on interorganizational projects and to explore how organizations learn by closely examining multilevel learning, that is, organizational and interorganizational learning.

This article adopts a single case study approach, examining the Islamabad–Rawalpindi Metro project in Pakistan, with data consisting of interview results and archival data. An inductive approach is used for data analysis.

An empirically grounded learning model was developed based on an interorganizational project following eight lessons: capacity building, personality traits of leadership, working procedures, impeccable planning and implementation, involvement of stakeholders, design compatibility, investigation of underground services, conditions and maintenance of databases, and conceive rational timelines. These lessons learned were classified into three categories: (1) organizational capacity, (2) organizational embeddedness and (3) collective awareness.

This paper develops a novel learning model that can deepen our understanding of the practices and processes involved in multilevel learning. This study contributes to and extends the literature on organizational and interorganizational learning by studying an interorganizational setting.

This paper focuses on knowledge storage, knowledge accessibility and the associated challenges with these processes in an interorganizational project. For this purpose, the context of the Orange Line (OL) metro train project in Pakistan is examined, where multiple organizations were involved.

This study adopts an exploratory single case study approach. The empirical data comprise semi-structured interviews and archival documents. Thematic analysis is used for analyzing the data.

The distinct findings include (1) the use of knowledge storage systems, such as manual storage systems, electronic storage systems and assigning a dedicated resource; (2) that knowledge accessibility occurs at different levels within the organization (including intradepartmental and interdepartmental levels) as well as at interorganizational levels and (3) the challenges, such as misuse of knowledge, time pressures, confidentiality of sensitive knowledge, government regulations and the reliance on human memory, which are associated with knowledge storage and knowledge accessibility. Based on the findings, an integrative framework of the interplay between knowledge storage, knowledge accessibility and challenges is proposed.

This paper contributes to the literature on resource-based theory by examining knowledge storage and accessibility in an interorganizational project.

This paper empirically examines the process of acquiring technology from a source, external to the firm, and incorporating it into a new product or operational process under development. We refer to this key activity in product and process innovation as external technology integration. This paper develops a conceptual model of external technology integration based on organizational information processing theory and a wide range of technology management literature. Field interviews were conducted to evaluate the validity of the model across diverse settings. Our results indicate general support for the conceptual model. We close with a discussion of the implications of this study for both theory and practice.

The purpose of this paper is to understand the character of activities performed by project managers (PMs) in the early phases of product development in an interorganizational, multi‐project setting. The aim is to contribute to the extant literature on boundary work in projects by providing a typology of boundary activities and by presenting a conceptual model in which the relationship between these boundary activities is established.

This study is based on an explorative, in‐depth case study of a multi‐project setting where PMs assigned to three projects developed new products while simultaneously competing and collaborating. Each project's concept phase was followed by participative observations and ongoing interviews over a 15‐week period at two sites and in two countries.

It is understood that PMs in organizations collaborate and perform balancing activities. These balancing activities are part of a refinement process, which is created through three intertwined dimensions of boundary activities: administrative, sharing, and tuning. These, in turn, are constructed through complementary micro activities. These micro activities are politically colored and do not necessarily follow a prescribed and orderly path; instead, they are situation contingent and iterative in their character.

The character of boundary activities in coopetitive project settings should be further studied to better understand the early phases of product development.

The political dimension of product development activities in the early phases of product development should be acknowledged. By acknowledging the presence of politics, PMs will be more prepared to deal with the complexity and ambiguity that follows when trying to collaborate and compete simultaneously.

This paper takes a practice perspective and focuses on what people do in interorganizational new product development in situations characterised by coopetition.

The purpose of this study is to create a framework to analyze approaches for coordination, adaptation and safeguarding of exchanges in interorganizational project networks.

An 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.

The 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.

The 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.

The 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.

The 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.

This study aims to propose a tool for conceptualizing and operationalizing perceptual distance in client-contractor collaborations: the perceptual distance monitor (PDM). This paper explains how this monitor was developed and used to examine the impact of perceptual distance on project outcomes.

This paper developed the PDM by gathering quantitative survey data from client and contractor representatives. Structural equation modeling tested the predictive validity of perceptual distance on project outcomes.

The PDM enables a valid and reliable assessment of the perceptual distance between client and contractor in projects. Moreover, the PDM shows that project outcomes suffer if parties have different perceptions of project objectives, project managers’ competences and the level of trust in the collaboration. These findings confirm the predictive validity of the PDM.

The study builds on survey data representing dyadic perceptions from 38 measurements in collaborative projects. This paper may not have identified all the effects of perceptual distance on project outcomes, as the analyses were conducted at the project level. This research underlines the importance of gathering dyadic data for studies in interorganizational settings.

Perceptual distance can be expected between clients and contractors, and higher perceptual distance is generally associated with lower project outcomes. Using the PDM, project managers can concretize, discuss and monitor this perceptual distance over time. The PDM provides project managers with a useful tool to prevent the escalation of conflicts and project failure.

Based on agency theory and social identity theory, this study provides a unique and validated conceptualization and operationalization of perceptual distance between client and contractor in interorganizational collaborations and supply chains.

This study examines 56 R&D projects, in each of which several organizations cooperate via an electronic system platform. The aim was to examine the relationships among leadership, cooperation, and project success (product improvements).

The paper investigates to what degree the relative importance of different aspects of leadership and cooperation in R&D projects on electronic platforms differs depending upon situational conditions.

Given a low level of electronic system and process integration, the frequency of personal contacts makes a significant contribution to explaining success variance. The quality of communication (team trust) is particularly important in the case of a high degree of electronic linkage. Enhancement of team spirit is more conductive to success in larger groups. Ensuring frequent personal contacts and clarifying goals, tasks, and responsibilities, respectively, contributes significantly to explaining success variance in large projects (but not in small ones). In projects with a great degree of task novelty (exploration), trustful communication becomes particularly important.

The sample was rather small, as is the population of interorganizational cooperative projects that was studied. Further research is needed in regard to the moderator effects that is posited.

Knowing what is important in a particular project configuration makes it possible to take informed action with respect to the success criterion.

The paper shows how, in the context of R&D projects on electronic platforms, the relative importance of different aspects of leadership and cooperation depends on the specific project characteristics.