Shared and fragmented understandings in interorganizational IT project teams: An interpretive case study

McCarthy, Stephen; O’Raghallaigh, Paidi; Fitzgerald, Ciara; Adam, Frédéric

doi:10.1016/j.ijproman.2021.07.003

Cited by 9 publications

(8 citation statements)

References 60 publications

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“…We also recommend that controllers and controlees engage in open dialogue early to support arriving at a shared understanding of contextual differences (Jenkin et al, 2019; McCarthy et al, 2021). For example, design workshops (enabling control) can help controllers and controlees articulate the opportunities and threats being perceived, foster the shared knowledge and commitment needed for control alignment (c.f.…”

Section: Contributions and Implicationsmentioning

confidence: 99%

Control enactment in context: Understanding the interaction of controlee and controller perceptions in inter‐organisational project teams

McCarthy

O’Raghallaigh

et al. 2023

Information Systems Journal

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Control is necessary for aligning the actions of management (i.e., controllers) and subordinates (i.e., controlees) around common goals. The enactment of control often fails in practice; however, as controlee perceptions may not match those of controllers, leading to a myriad of possible outcomes. Through an interpretive case study of two inter‐organisational IT projects, we reveal how controlees' appraisals and responses to controls are context‐dependent and play out across multiple levels (e.g., personal, professional, project and organisational contexts). We build on a coping perspective of IS controls to theorise the ‘coping strategies’ that controlees pursued relevant to these contexts and the ‘coping routes’ followed when combining different consecutive coping strategies. We find the process need not end with the selection of a single strategy but can potentially continue as both the controller and controlees make ongoing readjustments. While Behavioural Control Theory traditionally assumes the presence of a single control hierarchy, interorganisational IT projects are multi‐level entities that amalgamate different structures and cultures. Our study moves beyond the existing assumptions of Behavioural Control Theory to discuss how a controller's choice of activities shapes the salience of different contexts in controlee appraisals.

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Section: Contributions and Implicationsmentioning

confidence: 99%

Control enactment in context: Understanding the interaction of controlee and controller perceptions in inter‐organisational project teams

McCarthy

O’Raghallaigh

et al. 2023

Information Systems Journal

Self Cite

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“…It also happens that the cooperation can be threatened by the entanglement of practices in the interorganizational environment, and uncertainty due to missing shared context between the cooperating parties. The problem can be compounded by a lack of cooperation history between the organizations and the interpersonal differences resulting from it [36]. One party feeling that they have a key role in the project can create tension between the parties involved, leading to unfavourable interorganizational relationships.…”

Section: Problems With Interorganizational Projects Taken By Engineer...mentioning

confidence: 99%

“…To sum up, the literature research revealed a number of problems in interorganizational projects, such as fluid team boundaries, temporary membership and crossfunctionalities [1,2,35], missing shared context between the cooperating parties, a lack of cooperation history between the organizations, one party feeling that they have a key role in the project [36], lack of communication and integration of the participants [56], different perceptions of priorities which can result in misunderstandings of the parties involved [17]. Moreover, it revealed several barriers in collaborative interorganizational relationships in the construction industry.…”

Section: Problems With Interorganizational Projects Taken By Engineer...mentioning

confidence: 99%

Towards Sustainable Project Management: Evaluation of Relationship-Specific Risks and Risk Determinants Threatening to Achieve the Intended Benefit of Interorganizational Cooperation in Engineering Projects

Krechowicz

2022

Sustainability

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Nowadays, we can observe a growing number of investment projects in the construction industry and environmental engineering, as well as a growing interest in socially responsible projects aiming to contribute to sustainable development. Interorganizational cooperation in engineering projects is associated with many opportunities and risks that continue to be a challenge for today’s world. The aim of this work is to identify and assess relationship-specific risks and risk determinants threatening to achieve the intended benefit of interorganizational cooperation and to develop assumptions for the risk management model in such projects. It will support sustainable project management in interorganizational engineering projects and increase their sustainability. In this work, 18 risks and 28 risk determinants were identified. Risks’ frequency of occurrence, consequences, possibility of detection and Risk Priority Numbers as well as the significance of risk determinants were assessed based on the data gathered from 12,352 interorganizational projects from 100 Polish companies. It was found that self-interest orientation, hiding internal problems and/or problems related to the joint venture, unfavourable and imprecise contract, and lack of a good project coordinator pose the highest risk in interorganizational engineering projects. The study revealed that the highest Risk Priority Numbers in interorganizational projects were generally obtained for construction projects, lower for socially responsible projects taken by engineering companies, and the lowest for environmental engineering projects.

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“…One key subcategory in the literature was team-building, support, and shared identity, whereas external image and internal identity (Artto et al, 2016), and fostering a cooperative culture and relational practices (Hietaj€ arvi et al, 2017a) were identified as integration mechanisms, in addition to joint capability and structure (Suprapto et al, 2015b), and shared understanding (McCarthy et al, 2021). Integration capabilities can be assessed through the lens of team-building integration mechanisms, especially through a single team focus and objectives (Baiden and Price, 2011), in addition to pinpointing team-working as the most influential driver of project performance (Mesa et al, 2016) and innovation (Gambatese and Hallowell, 2011).…”

Section: Behavioral and Relationship-based Integration Capabilitymentioning

confidence: 99%

“…, 2017a) were identified as integration mechanisms, in addition to joint capability and structure (Suprapto et al. , 2015b), and shared understanding (McCarthy et al. , 2021).…”

Section: Systematic Literature Review To Develop a Framework For The ...mentioning

confidence: 99%

Defining integration capability dimensions and creating a corresponding self-assessment model for inter-organizational projects

Saukko

Aaltonen

Haapasalo

2022

IJMPB

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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.

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Shared and fragmented understandings in interorganizational IT project teams: An interpretive case study

Cited by 9 publications

References 60 publications

Control enactment in context: Understanding the interaction of controlee and controller perceptions in inter‐organisational project teams

Control enactment in context: Understanding the interaction of controlee and controller perceptions in inter‐organisational project teams

Towards Sustainable Project Management: Evaluation of Relationship-Specific Risks and Risk Determinants Threatening to Achieve the Intended Benefit of Interorganizational Cooperation in Engineering Projects

Defining integration capability dimensions and creating a corresponding self-assessment model for inter-organizational projects

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