کد مقاله | کد نشریه | سال انتشار | مقاله انگلیسی | نسخه تمام متن |
---|---|---|---|---|
275662 | 1429661 | 2016 | 16 صفحه PDF | دانلود رایگان |
• A single-case study examines the front-end of a health care campus project
• The study identifies management activities for network-based value creation.
• The management activities are novel to front-end management for value creation.
• A framework depicts connection between activities and network attributes.
Projects involve inter-organizational networks that are central to collaborative project-based value creation. Interest in value creation in the project lifecycle is mounting, and the front-end stage of projects is gaining increasing attention in the research literature. However, little is known about how network management activities facilitate value creation in the front-end and how such activities push a project toward higher end-states of value. The purpose of this research is to identify activities that facilitate the development of inter-organizational networks and augment value creation among multiple organizations in the front-end of projects. To this end, we conduct a qualitative empirical case study of the front-end of a health care campus development project. We identify four activities and five network attributes that explain how inter-organizational network can be managed for value creation in the front-end of the project. These findings contribute to research on management of the front-end of projects and management of inter-organizational networks in projects.
Journal: International Journal of Project Management - Volume 34, Issue 7, October 2016, Pages 1226–1241