The strategic formation of project networks

A relational practice perspective

Bibliographic Data

ID9889343
AuthorsStephan Manning (0000-0002-9575-4168, University of Massachusetts Boston, corresponding author)
Year2010
Volume63
Issue4
Pages551-573
Publication date2010-04-01
Open AccessYes
TypeARTICLE
VenueHuman Relations (JOURNAL)
Journal identifiersISSN: 0018-7267 • E-ISSN: 1741-282X
PublisherSAGE Publications (PUBLISHER • US)
DOI10.1177/0018726709340954
OpenAlexW2151967829
LanguageEN
Citations received17
References cited56

This article develops a relational practice perspective on the strategic formation of project networks as organizational forms, based on structuration theory and an in-depth case study of a European researcher and his project network. Project networks are defined as strategically coordinated sets of longer-term, project-based relationships. As project entrepreneurs advance in their careers from project partners to coordinators, they learn to apply and combine certain practices through which they gradually transform part of their emerging professional networks into project networks with increased coordination capacity. These practices include: making and renewing project-based contacts, pooling potential project partners, and maintaining core project partnerships. This study advances our understanding of the institutional embeddedness of network agency and the micro-foundations of networks as organizational forms in project businesses and beyond

Agency (philosophy · Business · Corporate governance · Embeddedness · Knowledge management · Management · Perspective (graphical · Pooling · Process management · Project charter · Project governance · Project management · Project management triangle · Sociology · Business Strategy and Innovation · Computer Science · Innovation and Knowledge Management · Management and Organizational Studies

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