Structuring inter-organizational R&amp;D projects: Towards a better understanding of the project architecture as an interplay between activity coordination and knowledge integration

Klessova, Svetlana; Thomas, Catherine; Engell, Sebastian

doi:10.1016/j.ijproman.2020.06.008

Cited by 31 publications

(24 citation statements)

References 73 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The second aspect is described in Knowledge Design, showing the benefits that Knowledge architecture (KA) establishes the basic foundation for the successful implementation of a short or long-term KM program ( 28 ). The workflow-integrated architecture disintegrates the knowledge base, provides a lower collaboration potential, and may require high management efforts, while a workflow-decomposed architecture makes project management easy but provides little added value from the inter-organizational setting ( 29 ). The importance of design knowledge conveyed by Oliver et al ( 30 ) is that hundreds of cities and local and national governments are struggling to develop transformational policies but lack the appropriate KA to inform their decision-making.…”

Section: Resultsmentioning

confidence: 99%

The role of knowledge management and sharing in cooperatives practices toward National Economic Recovery in the COVID-19 pandemic era

Khasanah

Sriyana²,

Prasetyo³

et al. 2022

Front. Public Health

View full text Add to dashboard Cite

The National Economic Recovery (NER) Program is one of the responses initiated by the government in Indonesia's economic recovery due to the impact of COVID-19, the target is to reduce the activities of affected communities, including cooperatives. One of the priority aspects for the program to run well and smoothly is the role of institutions in knowledge management and process sharing. This paper examines the role of knowledge management and sharing in cooperatives with qualitative limitations at the knowledge process level, knowledge design level, strategic interaction level, social participation level, academic and scientific ecosystem level, and network and partnership level. A qualitative description becomes a research method with secondary data in the form of a comparison of cooperatives in 2019–2021 as a representation before and during the COVID-19 pandemic. COVID-19 secondary data for 20 months from April 2020 to September 2022 in Indonesia dynamically also support sharpening the analysis. The source of cooperative data is from the publications of the Ministry of Cooperatives and SMEs, while the source of COVID-19 data comes from the publication of the COVID-19 Task Force. The analysis is carried out by building qualitative aspects into quantitative ones that can be formulated in the form of cooperative applications. The result is that the application of the knowledge process level, knowledge design level, strategic interaction level, social participation level, academic and scientific ecosystem level, and network and partnership level can improve decision-making, capture, share, and measure institutional knowledge for the success of the NER Program.

show abstract

Section: Resultsmentioning

confidence: 99%

The role of knowledge management and sharing in cooperatives practices toward National Economic Recovery in the COVID-19 pandemic era

Khasanah

Sriyana²,

Prasetyo³

et al. 2022

Front. Public Health

View full text Add to dashboard Cite

show abstract

“…These arrangements mainly include integrated project delivery and project alliancing (Halttula et al ., 2015). Such interorganisational arrangements are characterised by the achievement of mutual goals through stakeholders’ early involvement, cooperation, coordination and collaboration (Hietajärvi et al ., 2017; Klessova et al ., 2020). Amid these arrangements, project alliancing focuses more on relational aspects (no-litigation) and heavily rely on agreed pain/gain sharing incentives and early involvement of the main contractors (Walker and Lloyd-Walker, 2015; Haaskjold et al ., 2020).…”

Section: Literature Reviewmentioning

confidence: 99%

Development levels of stakeholder relationships in collaborative projects: challenges and preconditions

Ali

Haapasalo

2023

IJMPB

View full text Add to dashboard Cite

PurposeThis article aims to address the confusion related to the meanings of interorganisational cooperation, control, coordination and collaboration in collaborative projects by developing a conceptual framework. From this, the authors aim to describe the links among these concepts in terms of development levels of stakeholder relationships. In addition, the authors aim to identify challenges and preconditions in relation to developing relationships at different levels.Design/methodology/approachThe authors have adopted the directed approach of qualitative content analysis method to validate and extend the conceptual framework of this study. The context of this study is a large hospital construction project located in northern Finland.FindingsThe findings of this study suggest that collaboration is a multilevel process of active engagement of multiple stakeholders. These stakeholders must have a high degree of shared understanding in terms of cooperation, control and coordination to achieve the mutually desired outcomes. This study also identifies the challenges that project stakeholders could face in developing collaborative relationships and propose preconditions for the same.Practical implicationsThis study provides a better understanding for project managers to manage interorganisational collaborative construction projects successfully. The outcome of this research would be beneficial to project management team to deliver dispute-free construction projects.Originality/valueExisting practical research on the development of relationships at different levels in collaborative construction projects is limited. This study offers a framework for the same which is validated in a real-life project.

show abstract

“…Reducing life-cycle costs by integrating planning, construction, and operations (Kleiss and Imura, 2006) Standardized processes as a part of system integration and meta-system integration (Davies and Mackenzie, 2014) Systems integration focusing on the systems that projects deliver, and on the contexts of use (Whyte and Davies, 2021) Improved safety by integrating design and construction through communication and cooperation, and a positive relationship (Atkinson and Westall, 2010) Knowledge integration and activity coordination simultaneously influence the project execution (Klessova et al, 2020) A choice of project control modes improves knowledge integration (Lin et al, 2019) Project stakeholder management Stakeholder boundary action as a renewal initiative (Gustavsson and Gohary, 2012) Early involvement and assessment of stakeholders as a cornerstone for creating integrated teams (Aapaoja et al, 2013) A network perspective strategy and consideration given to project relationships (Ndoni and Elhag, 2010) Early involvement of participants and coordination are key to integrating design and construction (Austin et al, 2002) Improved risk management through understanding stakeholders' socio-cultural context (Dyer, 2017) Continuous adjustment of legislative framework (Kleiss and Imura, 2006) Stakeholder management as a part of meta-system integration (Davies and Mackenzie, 2014)…”

Section: Subcategory Integration Mechanisms Identified In the Literaturementioning

confidence: 99%

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

Saukko

Aaltonen

Haapasalo

2022

IJMPB

View full text Add to dashboard Cite

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.

show abstract

Structuring inter-organizational R&D projects: Towards a better understanding of the project architecture as an interplay between activity coordination and knowledge integration

Cited by 31 publications

References 73 publications

The role of knowledge management and sharing in cooperatives practices toward National Economic Recovery in the COVID-19 pandemic era

The role of knowledge management and sharing in cooperatives practices toward National Economic Recovery in the COVID-19 pandemic era

Development levels of stakeholder relationships in collaborative projects: challenges and preconditions

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

Contact Info

Product

Resources

About