Interorganizational Projects: Reexamining Innovation Implementation via IPD Cases

Collaborative Project Delivery Methods: A Scoping Review

“…Bygballe et al (2015) examine implementation and experiences when studying the interplay between formal and informal contracting in five integrated project delivery projects. Esther Paik et al (2017) examined the construction industry's use of integrated project delivery as an innovative method of planning, designing, and building construction projects via inter-organisational teams. Rowlinson (2017) present the process changes required by building information modelling (BIM) and integrated project delivery.…”

Documenting the Interactive Effects of Project Manager and Team-Level Communication Behaviors in Integrated Project Delivery Teams

“…The implementation of IPD is expected to enhance team performance quality (Ghassemi & Becerik-Gerber, 2011), improve team trust (Chiocchio et al, 2011), and eliminate barriers that might impede information sharing in teams (Dyer & Nobeoka, 2000). Such enhancements and improvements, however, are thought to be dependent on successful team information sharing and competent project management communication behaviors (Manata et al, 2018;Mollaoglu-Korkmaz et al, 2013;Mollaoglu-Korkmaz et al, 2014;Paik et al, 2017;Sun et al, 2015). Both of these dynamics are reviewed in greater detail as follows.…”

“…To wit, given the inherent complexity of IPD projects, project team members and managers must emphasize the importance of early goal definition for the purposes of assuring goal alignment, project quality, and overall effectiveness (e.g., see Zhang & Hu, 2018). In addition, project managers coordinate the internal activities of team members and monitor the team's external environment (Mollaoglu-Korkmaz et al, 2013;Mollaoglu-Korkmaz et al, 2014;Paik et al, 2017;Sun et al, 2015). For example, one challenge faced by project managers is managing members from different disciplines and with different technical skills (Ajmal & Koskinen, 2008;Cohen & Levinthal, 1990).…”

“…Organizations seek out individuals with strong intellectual (e.g., critical thinking), managerial (e.g., managing resources), and emotional (e.g., sensitivity, motivation) competencies for these positions (Müller & Turner, 2010). Recent research also points to the importance of critical project manager communication behaviors for multiparty team success, such as monitoring team performance quality, negotiating responsibilities and schedules, spurring creative approaches to problems, monitoring the team's external environment, and challenging team members' assumptions (Morgeson et al, 2010;Paik et al, 2017;Sun et al, 2015; see also Tjosvold et al, 1999).…”

“…In essence, project managers' internal and external communicative actions and team members' within-team information sharing provide the foundation for successful multiorganizational collaborations. Yet, the reality is that project managers' as well as members' communication behaviors can vary widely (e.g., Kappelman et al, 2006;Paik et al, 2017), leaving one or the other to pick up the slack to deliver high-quality, on-time, and on-budget products.…”