The nature and prevalence of inter-organizational project ventures : evidence from a large scale field study in the Netherlands 2006-2009
Bakker, Rene, Knoden, Joris, de Vries, Nardo, & Oerlemans, Leon (2011) The nature and prevalence of inter-organizational project ventures : evidence from a large scale field study in the Netherlands 2006-2009. International Journal of Project Management, 29(6), pp. 781-794.
There has recently been noted a rapid increase in research attention to projects that involve outside partners. Our knowledge of such inter-organizational projects, however, is limited. This paper reports large scale data from a repeated trend survey amongst 2000 SMEs in 2006 and 2009 that focused on inter-organizational project ventures. Our major findings indicate that the overall prevalence of inter-organizational project ventures remained significant and stable over time, even despite the economic crisis. Moreover, we find that these ventures predominantly solve repetitive rather than unique tasks and are embedded in prior relations between the partnering organizations. These findings provide empirical support for the recent claims that project management should pay more attention to inter-organizational forms of project organization, and suggest that the archetypical view of projects as being unique in every respect should be reconsidered. Both have important implications for project management, especially in the area of project-based learning.
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|Item Type:||Journal Article|
|Keywords:||Inter-firm Project, Inter-organizational Project Venture, Project-based Learning, Prevalence, Characteristics|
|Subjects:||Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300) > Organisation and Management Theory (150310)|
|Divisions:||Current > Research Centres > Australian Centre for Entrepreneurship|
Current > QUT Faculties and Divisions > QUT Business School
Current > Schools > School of Management
|Copyright Owner:||Copyright 2011 Elsevier|
|Copyright Statement:||This is the author’s version of a work that was accepted for publication in International Journal of Project Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in International Journal of Project Management, 29(6), pp.781-794 DOI : http://dx.doi.org/10.1016/j.ijproman.2010.04.006|
|Deposited On:||22 Sep 2011 08:34|
|Last Modified:||13 Dec 2011 11:51|
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