Politics, public servants, and profits: Institutional complexity and temporary hybridization in a public infrastructure alliance project

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Politics, public servants, and profits : Institutional complexity and temporary hybridization in a public infrastructure alliance project. / Matinheikki, Juri; Aaltonen, Kirsi; Walker, Derek.

In: International Journal of Project Management, Vol. 37, No. 2, 2019, p. 298-317.

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@article{c8ba30a6473d4763b174936230369ec3,
title = "Politics, public servants, and profits: Institutional complexity and temporary hybridization in a public infrastructure alliance project",
abstract = "Public infrastructure projects must comply with the divergent and even conflicting demands of multiple institutional logics causing institutional complexity. Despite the increasing interest in different forms of complexities in projects, we lack empirical illustrations and rigorous theorizing of mechanisms for responding to institutional complexity. This paper demonstrates how public buyers of a tunnel construction project formed a hybrid organization of a multi-party project alliance to respond to institutional complexity. We delineate a process of temporary hybridization through which the competing logics of a bureaucratic state, corporate market, and multiple professions were combined within the temporary project alliance organization. Such temporary hybridization not only focused on selective coupling with external demands but also mitigated internal tensions. Our findings emphasize a blended organizational structure, jointly formed governance and incentive systems, and the facilitation of social interaction to build a temporary yet sustainable hybrid organization capable of combining conflicting institutional logics.",
keywords = "Hybrid organizing, Institutional complexity, Institutional logics, Project alliance, Public infrastructure projects, Temporary hybridization",
author = "Juri Matinheikki and Kirsi Aaltonen and Derek Walker",
year = "2019",
doi = "10.1016/j.ijproman.2018.07.004",
language = "English",
volume = "37",
pages = "298--317",
journal = "International Journal of Project Management",
issn = "0263-7863",
publisher = "Elsevier BV",
number = "2",

}

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TY - JOUR

T1 - Politics, public servants, and profits

T2 - Institutional complexity and temporary hybridization in a public infrastructure alliance project

AU - Matinheikki, Juri

AU - Aaltonen, Kirsi

AU - Walker, Derek

PY - 2019

Y1 - 2019

N2 - Public infrastructure projects must comply with the divergent and even conflicting demands of multiple institutional logics causing institutional complexity. Despite the increasing interest in different forms of complexities in projects, we lack empirical illustrations and rigorous theorizing of mechanisms for responding to institutional complexity. This paper demonstrates how public buyers of a tunnel construction project formed a hybrid organization of a multi-party project alliance to respond to institutional complexity. We delineate a process of temporary hybridization through which the competing logics of a bureaucratic state, corporate market, and multiple professions were combined within the temporary project alliance organization. Such temporary hybridization not only focused on selective coupling with external demands but also mitigated internal tensions. Our findings emphasize a blended organizational structure, jointly formed governance and incentive systems, and the facilitation of social interaction to build a temporary yet sustainable hybrid organization capable of combining conflicting institutional logics.

AB - Public infrastructure projects must comply with the divergent and even conflicting demands of multiple institutional logics causing institutional complexity. Despite the increasing interest in different forms of complexities in projects, we lack empirical illustrations and rigorous theorizing of mechanisms for responding to institutional complexity. This paper demonstrates how public buyers of a tunnel construction project formed a hybrid organization of a multi-party project alliance to respond to institutional complexity. We delineate a process of temporary hybridization through which the competing logics of a bureaucratic state, corporate market, and multiple professions were combined within the temporary project alliance organization. Such temporary hybridization not only focused on selective coupling with external demands but also mitigated internal tensions. Our findings emphasize a blended organizational structure, jointly formed governance and incentive systems, and the facilitation of social interaction to build a temporary yet sustainable hybrid organization capable of combining conflicting institutional logics.

KW - Hybrid organizing

KW - Institutional complexity

KW - Institutional logics

KW - Project alliance

KW - Public infrastructure projects

KW - Temporary hybridization

UR - http://www.scopus.com/inward/record.url?scp=85051675672&partnerID=8YFLogxK

U2 - 10.1016/j.ijproman.2018.07.004

DO - 10.1016/j.ijproman.2018.07.004

M3 - Article

VL - 37

SP - 298

EP - 317

JO - International Journal of Project Management

JF - International Journal of Project Management

SN - 0263-7863

IS - 2

ER -

ID: 27538006