Managing inter-organizational networks for value creation in the front-end of projects

Juri Matinheikki*, Karlos Artto, Antti Peltokorpi, Risto Rajala

*Corresponding author for this work

Research output: Contribution to journalArticleScientificpeer-review

43 Citations (Scopus)
278 Downloads (Pure)

Abstract

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.

Original languageEnglish
Pages (from-to)1226-1241
Number of pages16
JournalInternational Journal of Project Management
Volume34
Issue number7
DOIs
Publication statusPublished - 1 Oct 2016
MoE publication typeA1 Journal article-refereed

Keywords

  • Front-end management
  • Front-end of projects
  • Inter-organizational networks
  • Project management
  • Shared vision
  • Value creation

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