| Article ID | Journal | Published Year | Pages | File Type |
|---|---|---|---|---|
| 1028385 | Industrial Marketing Management | 2011 | 9 Pages |
The present study aims to (i) extend knowledge of the nature of conflicts and of their influence on value co-creation in project networks and (ii) contribute to the management of conflicts to enable value co-creation.This work is based on an action research methodology conducted during a five-year case study of a firm operating in the Information and Communication (IT) industry. Three dimensions of conflicts are identified: (i) types, (ii) timing and (iii) effects. An understanding of these dimensions facilitates the management of conflicts. Two levels of intervention are isolated: (i) the strategic level and (ii) the operational level. The paper offers a new understanding of conflicts that should precede their management, which is crucial to enabling project network value.
► Conflicts influence value co-creation in project network. ► Three dimensions of conflicts are identified: types, timing and effects. ► The management of conflicts enables value co-creation. ► Two levels of intervention are addressed: the strategic and the operational level.
