Learning in Hybrid-Project Systems: The Effects of Project Performance on Repeated Collaboration
Academy of Management Journal, December 2008
61 Pages Posted: 30 Apr 2018
Date Written: 2008
Abstract
This paper advances contingency theories of performance-outcome learning in hybrid-project systems, in which both project participants and superordinate organizations influence the formation of project ventures. We propose that performance-outcome learning depends on the perceived relevance of performance feedback and organizational control over project participants. We find support for our theory in a sample of 239 U.S. movie projects from 1931-1940. Higher levels of project performance led to future collaborations with the same partners contingent on prior collaborations, project similarity, and organizational control. Our findings imply distinct patterns of network evolution and that any adaptation by hybrid-project systems may unfold through slow-moving and local adjustments.
Keywords: Organizational Learning, Project Ventures, Hybrid-Project Systems
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