Governance of Inter-organizational Project Networks

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Introduction

As projects become increasingly inter-organizational, the network perspective of understanding project organizing attract growing scholarly attention in recent years (Müller et al., 2022; Windeler & Sydow, 2014; Zheng et al., 2021). Project scholars have adopted network perspective to address wide variety of topics including knowledge sharing (Sarafan et al., 2022), relational behaviors (Zheng et al., 2021), relational structure (Liu et al., 2021), etc. Such a surge of literature on inter-organizational project (IOP) networks has forged a fertile ground for comprehensively understanding project dynamics and tensions (DeFillippi & Sydow, 2016). These tensions and dynamics(themes and perspectives) are not visible from a microscopic viewpoint, such as from a single organization or bilateral exchange perspective. Some of these typical tensions and dynamics are the missing single actor as a legitimate authority, blurred criteria of boundaries of IOP networks (DeFillippi & Sydow, 2016), hybridity of temporal coordination and long-term collaborations (Wang et al., 2023). These particularities of IOPs are theorizable when incorporating the network perspective. 
By zooming in at micro-level with qualitative endeavors on micro-foundations of network dynamics (Matinheikki et al., 2016), and zooming out at macro-level with quantitative approaches on the multi-sided interactions (Zheng et al., 2021), the network perspective shows an of flexibility in levels of analysis. 
However, these particularities of IOP networks calls for updating/renewing our understanding of project governance at network level, whereby governance provides dynamics frameworks for collaboration, coordination, and benefits realization. In line with extant literature, we argue that the governance of IOP networks offers governance mechanisms and instruments that facilitate the resolution of threats and realization of benefits. As for threats resolution, the extant theories in project governance typically target the dark side that brought by the involvement of multiple organizations, including opportunistic behaviors (Lu et al., 2015), institutional challenges (Qiu et al., 2019), information asymmetry (Toivonen & Toivonen, 2014), and contracting failures. These problems are rarely viewed or analyzed at governance of IOP networks level, where novel ways of reallocating resource can be adopted, hybrid relational coordination can be utilized, collaboration periods can be adapted, and knowledge assets can be accumulated, surplus value can be created and captured. These distinct functions of IOP networks open new ways to solve or resolve the long-existing problems. 
Moreover, as for benefits realization at project outcome and/or network outcome levels, IOP networks can leverage theirs strengths, e.g., AI, digitalization, ESG certification, to steer networks of organizations, to generate value, to accomplish SDG goals, ESG reporting, and overall sustainability at eco-system level (Kretschmer et al., 2022; Lehtinen et al., 2019). Network governance of IOP networks create and reshape control and trust at system level (DeFillippi & Sydow, 2016), be it self-organizing or orchestrated (Gulati et al., 2012; Müller et al., 2022), which allows for transforming the processes and relationships embedded in these networks

List of Topic Areas

1. The combined and configurational effect of these governance design properties and mechanisms 
2. Contextual factors for network governance 
3. Network typologies for different projects across industries 
4. Network typologies (strategic alliances, temporary TMO, VNO, XSP, PPP, ICN, industrial districts, comanagement, shared participant-governed networks, lead organization, NAO) in projects 
5. The network structures, formations, natures of ties, nature of nodes, logics, drivers, and strengths and weaknesses of inter-organizational projects networks 
6. Achieving sustainability goals at inter-organizational projects networks level through governance measures 
7. Leveraging digital tools to maximize the benefits through governance of inter-organizational networks

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Key Deadlines

Deadline for Abstract Submissions: May 1st, 2024
Email Address for Abstract Submissions: [email protected]
Opening Date for Manuscript Submissions: August. 1st, 2024
Closing Date for Manuscript Submissions: Oct. 31st, 2024