, Case 1 “Collaboration in Project Networks”
Project networks = networks that have been created to work on projects with an increased number
of project partners and a great deal of interdependency
Are used because of;
- Expertise = project networks mobilize multiple organizations who bring in specialized
knowledge
- Structural flexibility = project networks can be tailored to the need of the project and the
client
- Urgency = temporary undertakings create a sense of urgency which lead to task focus and
problem solving capabilities
Companies can experience difficulties when transferring knowledge from one project to the other
project learning paradox = implies that, although much is to be learned, organization fail to do so
due to the temporary nature of the project
Lead organizations can stick to the same set of organisations this facilitates the transfer of tacit
knowledge
- Individual learning = by each organisation through their own process
- Network learning = by joint debriefing sessions after the project
If the shipyard industry keeps outsourcing their work, they may;
- Lose critical knowledge = subcontractors are doing most of the essential work making the
shipyard obsolete and dependent on the information of their subcontractors
- Create perceived unfairness = subcontractors do most of the work while the power and
responsibility resides at the shipyard
Knowledge-sharing routines can be established when
- A short-term focus on self-interest is prevented by the participating organisations
increased trust
Project networks = networks that have been created to work on projects with an increased number
of project partners and a great deal of interdependency
Are used because of;
- Expertise = project networks mobilize multiple organizations who bring in specialized
knowledge
- Structural flexibility = project networks can be tailored to the need of the project and the
client
- Urgency = temporary undertakings create a sense of urgency which lead to task focus and
problem solving capabilities
Companies can experience difficulties when transferring knowledge from one project to the other
project learning paradox = implies that, although much is to be learned, organization fail to do so
due to the temporary nature of the project
Lead organizations can stick to the same set of organisations this facilitates the transfer of tacit
knowledge
- Individual learning = by each organisation through their own process
- Network learning = by joint debriefing sessions after the project
If the shipyard industry keeps outsourcing their work, they may;
- Lose critical knowledge = subcontractors are doing most of the essential work making the
shipyard obsolete and dependent on the information of their subcontractors
- Create perceived unfairness = subcontractors do most of the work while the power and
responsibility resides at the shipyard
Knowledge-sharing routines can be established when
- A short-term focus on self-interest is prevented by the participating organisations
increased trust
