PurposeThe purpose of this paper is to achieve an understanding of the challenges and preconditions for inter-organizational collaborative project practices in industrial engineering projects. A framework for identifying the challenges and preconditions for inter-organizational collaboration is presented.Design/methodology/approachThe adopted research method is qualitative, and empirical data were collected from the industrial engineering project sector in Finland. The literature related to industrial engineering projects and inter-organizational collaborative project management practices is summarized, informing the qualitative design of the study.FindingsBy analyzing empirical data from industrial engineering projects, the challenges for inter-organizational collaboration are identified in each industrial engineering project stage. A framework of preconditions for inter-organizational collaboration is identified, in which investors are advised to pay attention when deciding on the use of collaborative project management methods.Practical implicationsThe findings of this study help practitioners deal effectively with mechanisms aimed at fostering and hindering inter-organizational collaborative practices. The identified preconditions for inter-organizational collaboration provide support for decision-making in every phase of an engineering project and can be used as guidelines throughout the process.Originality/valueInter-organizational collaborative project management practices have recently been attracting attention in the industrial engineering project setting. This research is an attempt to identify the underlying forces supporting and preventing inter-organizational collaboration in industrial engineering projects. This study offers a framework that can help academics and project management practitioners deal with the challenges affecting inter-organizational collaboration at each project stage and consider preconditions for inter-organizational collaboration in industrial engineering project settings.

The purpose of this paper is to achieve an understanding of integration in inter-organisational project networks. This paper encapsulates scattered research streams concentrating on integration and adds to the perspectives of integration studies towards inter-organisational project network landscapes. The adopted research method is a systematic literature review through a qualitative content analysis, which provides a conceptual framework on integration in project networks. The framework includes eight concepts of integration in project networks. The developed framework improves understanding of how academic literature examines and comprehends integration in inter-organisational project networks. Furthermore, this paper shows that the research area is emerging and has until now focused mainly on construction and infrastructure sectors in the project management literature. The findings highlight consistent streams of discussion, gaps in knowledge, and propose a need for further research. There are a limited number of efforts towards creating a comprehensive understanding of how integration is presented and takes place in practice in complex project networks. This paper points out collaborative practices as the centre of academic attention. In addition, it reveals a scarce attention on exhaustive themes such as integration governance. This study creates a framework and common language for further use for academics and practitioners.

The purpose of this paper is to achieve an understanding of integration in inter-organisational project networks. This paper encapsulates scattered research streams concentrating on integration and adds to the perspectives of integration studies towards inter-organisational project network landscapes. The adopted research method is a systematic literature review through a qualitative content analysis, which provides a conceptual framework on integration in project networks. The framework includes eight concepts of integration in project networks. The developed framework improves understanding of how academic literature examines and comprehends integration in inter-organisational project networks. Furthermore, this paper shows that the research area is emerging and has until now focused mainly on construction and infrastructure sectors in the project management literature. The findings highlight consistent streams of discussion, gaps in knowledge, and propose a need for further research. There are a limited number of efforts towards creating a comprehensive understanding of how integration is presented and takes place in practice in complex project networks. This paper points out collaborative practices as the centre of academic attention. In addition, it reveals a scarce attention on exhaustive themes such as integration governance. This study creates a framework and common language for further use for academics and practitioners.

PurposeThe purpose of this paper is to define the integration capability dimensions and create a model for self-assessing the integration capability in inter-organizational projects.Design/methodology/approachA theoretical construct of, referred in this study as integration capability framework is elaborated following a systematic literature review. Thereafter, an integration capability self-assessment model, based on maturity thinking, is derived from the theoretical framework. The self-assessment model is further developed and tested for validity within five inter-organizational project networks in cooperation with industry practitioners, representing construction, industrial engineering, and mining sectors.FindingsThe results show that inter-organizational projects can use the developed model in self-assessing the maturity levels of various integration mechanisms, thus the state of integration capability at any point in time during inter-organizational projects.Originality/valueThis study is an attempt to identify how the integration capability dimensions can be self-assessed in inter-organizational projects, through the maturity levels of various integration mechanisms. The results offer insights for both academics and project management practitioners.