Project Networks: Choice of Governance and Paradoxical Tensions

Project Management Journal, October/November 2016

13 Pages Posted: 29 Sep 2016

See all articles by Robert J. DeFillippi

Robert J. DeFillippi

affiliation not provided to SSRN

Jörg Sydow

Freie Universität Berlin

Date Written: September 28, 2016

Abstract

This article examines how project networks may be viewed as either a single interorganizational project or as a series of projects that are interconnected by interorganizational relationships. The article then discusses some core theoretic assumptions about project networks as more than temporary systems in comparison with the extant empirical research. Next, the article presents four types of mechanisms for governing and coordinating not only projects but also project networks: responsibilities, routines, roles, and relationships. Finally, the article unearths five types of paradoxes (the distance paradox, the learning paradox, the identity paradox, the difference paradox, and the temporal paradox) impacting project networks and offers insights into the governance-based choices available for coping with these paradoxical tensions.

Keywords: project; organization; management; network

Suggested Citation

DeFillippi, Robert J. and Sydow, Jörg, Project Networks: Choice of Governance and Paradoxical Tensions (September 28, 2016). Project Management Journal, October/November 2016, Available at SSRN: https://ssrn.com/abstract=2844640

Robert J. DeFillippi

affiliation not provided to SSRN ( email )

Jörg Sydow (Contact Author)

Freie Universität Berlin ( email )

School of Business & Economics
Garystr. 21
D-14195 Berlin
Germany
49-30-83853782 (Phone)

HOME PAGE: http://www.fu-berlin.de/wiwiss

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