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Standard frameworks for project risk management (RM) are currently mostly focussed on single-firm organizations, whereas in practice, construction project RM involves multiple organizations. The purpose of this paper is to identify and systematically maps practical processes that bridge the gap between single-organizational RM standards and multi-organizational RM (MORM) needs.

This case study covers three large construction management (CM) projects in Finland. The 35 interviews with project owners, project management consultants, design groups, and contractors identify the participants’ positions on RM roles, integration within organizations, and further development requests.

Most (16 of 21) of the identified RM practices are multi-organizational; i.e. they involve two or more organizations. Compared to single-organizational standards, MORM practices involve less emphasis on detailed risk analysis processes but highlight both participant selection and managing collaborative performance.

The research results are attached to Finnish CM projects but may be applicable to other types of collaboration-based construction projects, such as alliances and public-private partnerships. The efficiency of the MORM model requires further evaluation in future research.

A model for MORM is a systematic presentation of the research results. The model provides guidance for efficiently setting up MORM processes and for refining multi-organizational research.

The multi-organizational interfaces of RM processes are mainly overlooked in the current literature, standards, and frameworks. This research provides a rare explication of parallel MORM processes.

The purpose of this paper is to illustrate and problematize how the expansion of project and temporary work challenges the traditional industrial work organization and its internal and supportive institutions. It highlights the transformation dilemma, which occurs when traditional industrial institutions are confronted by project organizations. It also discusses how one may prepare to meet these challenges.

The long-run incremental changes in organizational structures of the economy are described in an economic historical context, focusing on the organizational form of work and the employment regimes. Challenges, at the societal, organizational and individual levels, related to the “projectification” process are illustrated in considering the case of Sweden.

Project dense industries, like media, entertainment and consultancy, are growing faster than the rest of the economy. The share of project work in permanent organizations is increasing. More than a third of all working hours in industrialized countries, like Germany, was labeled as project work in 2013. This transformation challenges basic conditions for how work is designed and regulated, like the stipulated and uniform work time or the permanent and stable work place. Central institutions of today, like the labor law and the educational system, are challenged.

“Projectification” challenges traditional conditions of work and work life institutions and organizations, like the social partners, the educational and law systems.

The paper brings together and problematizes several aspects of “projectification” of work life. It highlights what kind of challenges work and work-related institutions meet and discusses how to handle some of them, like education.

The purpose this paper is to examine a prevailing assumption that the culture of organisations is homogenous. It explores the culture of one project organisation with multiple offices.

A quantitative questionnaire and qualitative research method of cultural immersion was used. The ethnographic Douglas grid‐group was used to filter the findings: isolate, competitive, hierarchical and egalitarian positions. Hofstede's dimensions were overlaid to enhance the analysis.

The research found distinct cultural differences in the same organisation. Competitive and hierarchical factors are found with some evidence of egalitarian behaviours. Regional cultural factors affected behaviour and organisational practices. Individuals actively negotiated dominant behaviours and cultural norms. The Hofstede dimensions are in evidence around roles and functions. The findings showed a stronger influence from the dominant social culture of the region than the organisational culture.

Organisations cannot be assumed as homogeneous. The influence of the dominant social culture and competing cultural influences within organisation requires further analysis.

Generating a coherent organisational culture with aligned norms is a difficult management problem, especially for an organisation with multiple offices. Establishing consistent norms also poses challenges for the management of projects.

The tendency to assume cultural homogeneity requires closer attention in organisational research and practice. This paper employed a unique combination of methods to explore the issue. The primary contribution is a demonstration of the need for practitioners and researchers to pay more attention to the dynamic formation and effects of culture in organisations and for projects.

To meet the multidimensional needs of patients, health services are increasingly implementing complex programmes of care through partnerships between public, private and voluntary sector organisations. The purpose of this paper is to explore the implementation process of a complex, multi-innovative regional health and social care partnership to coordinate end-of-life care in the South East of England.

The study adopted a pragmatic, pluralist design using primarily qualitative methods including observations, interviews, focus group and document review. Implementation theory provided the research framework.

While progress was made towards greater collaboration in the provision of end-of-life care, regional coordination of care among the 13 partner organisations was not achieved as envisioned. Low engagement stemming from national health system changes delayed decision making and shifted partners’ priorities. Individual stakeholder interest and motivation carried the elements that were successful.

The external political and economic environment hindered the involvement of some of the partners and suggests that a concept of “project resiliency” is particularly important for complex, multi-organisational projects which are implemented over time and by multiple stakeholders from different sectors. Future research should look further at what contributes to project resiliency and whether it might be operationalized so that projects can develop resilient factors for success.

Project resiliency is a new concept that bridges a gap in understanding how time-limited multi-organisational projects function amid a changing environment.

The purpose of this paper is to explore a manufacturer's strategy to coordinate efforts of multiple suppliers' involvement in the product development process. The paper also proposes critical factors in determining the appropriate coordination strategy.

Based on the synthesis of the literature and relevant theories, a typology of coordination strategies is developed. Propositions are developed pertaining to the performance implications of the coordination strategies and the key determinants of the effectiveness of the coordination strategies.

Four ideal types of coordination strategies are: centralized‐programming, centralized‐feedback, decentralized‐programming, and decentralized‐feedback. Prior research and recently reported industry examples indicate that a manufacturer's coordination with multiple suppliers varies in terms of the information‐processing structure and the locus of control. The effectiveness of a manufacturer's coordination strategies is influenced by the extent of component modularity, product complexity, technology uncertainty, and the technical capability of suppliers.

The four coordination strategies involve trade‐offs on certain performance dimensions. Decentralized‐programming promotes process efficiency, while centralized‐feedback facilitates problem solving. Centralized‐programming favors integrative product design, while decentralized‐feedback favors innovation from supplier's technical expertise.

While research on supplier involvement in product development has primarily focused on a single supplier's integration in the process, this paper extends understanding of multi‐organizational coordination by applying information‐processing decision‐making theories to the product development context.

Multi-supplier project networks represent a large part of the business-to-business (B2B) sector as the scope of many projects requires that different providers participate in their development and delivery. This raises the question of how the integration of the resources of the various partners can be shaped successfully. Specifically, the different organizational identities provide institutional frames of reference to the resource-integrating firms. As the organizational identities are typically not harmonious with each other, at least partial misalignments of the institutional setting that shapes the resource integration processes may emerge. The purpose of this paper is to empirically investigate the impact of various organizational identities on the course and outcome of resource integration in project networks.

The paper makes use of interpretive phenomenology in conjunction with a qualitative case study approach to access the lived experience of actors of different professional service firms having experienced changes in resource integration in a B2B project network.

A conceptualization of organizational identity as an institutional context for resource integration is developed and empirically investigated. The findings show a strong impact on the firms’ organizational identities and the actors’ resource integration experience and evaluation. Moreover, the findings provide evidence that, if unmanaged, at least partial misalignment of the institutional arrangements of multi-organizational B2B project network represents a normal and also a stable condition.

As a first conceptualization and empirical analysis of the interplay between organizational identity and resource integration, this paper advances the current understanding of the institutional context for resource integration. It argues for the wider relevance of organizational identity constructs and paves the way for future development.

The purpose of this paper is to contribute to the growing body of research into virtual teams by using empirical data to validate existing theory. It analyses a project in the travel and tourism industry to determine the key elements that contributed to a successful outcome.

An ethnographic approach is used in this case of a multi‐national, multi‐organisational virtual project tasked with market validation of an ontology management system. Participant observation is supported by a range of primary and secondary data.

The importance of key factors changes over the time of the project. The early emphasis on constructs relating to technology and purpose moves towards those related to people as the project matured. The caretaker/gatekeeper role of the project leader made a significant contribution to overcoming problems of complexity. A lack of commitment to a range of information technologies heightened the reliance on periodic face‐to‐face meetings to support team interactions.

Cultural diversity is common in the travel sector and related issues may play a more significant role in other industries. Further research is needed to fully assess the impact of context on virtual team outcomes.

Recommendations for practitioners include the need to establish a framework of rules and identify training needs. A socialising period, virtual or face‐to‐face, is an essential requirement for successful virtual teamwork.

A conceptual framework, drawn from previous studies, adds clarity to the importance and relevance of the constructs of people, purpose and technology in virtual teamwork.

This study aims to explore how to identify and manage opportunities successfully in a large multi-organizational infrastructure project. Large projects struggle with exploiting and capturing opportunities because of the lack of practices that support active and continuous opportunity management over the project lifecycle in inter-organizational project networks.

This study provides empirical evidence of a successful opportunity management process based on an investigation of an infrastructure alliance project. The adopted research approach is an inductive case study.

By analyzing an infrastructure alliance project, this paper identifies key activities of opportunity management and furthermore, discusses the enablers of active and continuous opportunity management.

This study supports practitioners by providing knowledge about the possibilities and activities that could be deployed during the project lifecycle to improve opportunity management process and about the enablers – factors that facilitate alliance partners’ capabilities to manage opportunities.

There is limited empirical research on the practices of opportunity management that support continuous, active opportunity management in inter-organizational project contexts, although multidisciplinary project networks have possibilities for taking advantage of opportunities that emerge over the project lifecycle.

The purpose of this study is to describe how parted or divided service development is carried out, where interactions and cooperation need to take place with other actors in order to create the foundations for the service, in the form of a coherent specification of the extended service concept.

This study builds empirically on an in‐depth longitudinal case‐study approach using data from a development project within the public transport sector. By the time this study is published, the phase that deals with the development of the system requirements and specifications will be in its final stages, while the next phase – the actual creation of the technology‐based systems and the test launch – will have been initiated.

In this study, three important groups of actors were identified. The first group, the information carriers, are the actors from the different organisations participating in the project who possess the important knowledge that should be tapped out and translated. The second group is the translators who are the ones that gather the knowledge from the other actors and interpret and translate this knowledge. In order to make this possible and to facilitate the process, the third group, the supporting actors or facilitators, plays an important role.

This study provides an alternative view of new service development from a knowledge transfer perspective, which is in contrast to the highly structured and sequenced models that have characterised most of the existing research on service development.

The purpose of this article is to share the lessons learned about the role of team sponsors in action-learning teams as part of community-based health leadership development programs.

This case study uses program survey results from fellow participants, action learning coaches and team sponsors to understand the value of sponsors to the teams, the roles they most often filled and the challenges they faced as team sponsors.

The extent to which the sponsors were perceived as having contributed to the work of the action learning teams varied greatly from team to team. Most sponsors agreed that they were well informed about their role. The roles sponsors most frequently played were to provide the teams with input and support, serve as a liaison to the community and serve as a sounding board, motivator and cheerleader. The most common challenges or barriers team sponsors faced in this role were keeping engaged in the process, adjusting to the role and feeling disconnected from the program.

This work provides insights for program developers and community foundations who are interested in building the capacity for health leadership by linking community sponsors with emerging leaders engaged in an action learning experience.

This work begins to fill a gap in the literature. The role of team sponsors has been studied for single organization work teams but there is a void of understanding about the role of sponsors with multi-organizational teams working to improve health while also learning about leadership.