kth.sePublications
Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Pursuing Openness in the Digital Age: Insights from Client–Contractor Knowledge Collaboration at the Project Front End
Norwegian University of Science and Technology, Department of Sociology and Political Science.ORCID iD: 0000-0002-9544-6210
KTH, School of Electrical Engineering and Computer Science (EECS), Computer Science, Network and Systems Engineering.ORCID iD: 0000-0003-0724-2283
KTH, School of Electrical Engineering and Computer Science (EECS), Computer Science, Network and Systems Engineering. School of Business and Economics, Linnaeus University, Department of Management.ORCID iD: 0000-0003-4021-812X
2024 (English)In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 42, no 1, p. 102564-102564, article id 102564Article in journal (Refereed) Published
Abstract [en]

Digitalization, with its potential to enhance the openness of client–contractor knowledge collaboration (KC) at the front end of complex engineering projects, is gaining traction among project scholars and practitioners. Despite this growing interest, project actors still struggle to bring client and contractor experts into an open, digitally enabled collaborative space where they can freely access and cocreate project-related knowledge. In this context, our case study explores client–contractor KC in the front-end phase of oil and gas projects in Norway to understand why project actors struggle to achieve KC openness in the digital age. Based on our qualitative analysis, we developed a model that displays two intertwined aspects giving rise to tensions between knowledge sharing and protection. First, we show that these tensions stem from fragmented awareness of the expertise in the collaborating project organization. Second, we highlight how intrainstitutional complexity, instantiated in coexisting conflicting logics of digital and collaborative action, underlies divergent beliefs and behavior toward client–contractor KC and its digitalization. We offer novel insights into the project management literature by showcasing how organizational heterogeneity, in terms of expertise and institutions, challenges project organizations' pursuit of open, digitally enabled client–contractor KC during the front-end project phase.

Place, publisher, year, edition, pages
Elsevier BV , 2024. Vol. 42, no 1, p. 102564-102564, article id 102564
Keywords [en]
client–contractor knowledge collaboration digitalization ambient awareness networks institutional logics project front end
National Category
Business Administration
Identifiers
URN: urn:nbn:se:kth:diva-342767DOI: 10.1016/j.ijproman.2024.102564ISI: 001182125400001Scopus ID: 2-s2.0-85184023909OAI: oai:DiVA.org:kth-342767DiVA, id: diva2:1832911
Note

QC 20240201

Available from: 2024-01-30 Created: 2024-01-30 Last updated: 2024-03-26Bibliographically approved

Open Access in DiVA

No full text in DiVA

Other links

Publisher's full textScopus

Authority records

Lilliesköld, JoakimHetemi, Ermal

Search in DiVA

By author/editor
Korotkova, NataliiaLilliesköld, JoakimHetemi, Ermal
By organisation
Network and Systems Engineering
In the same journal
International Journal of Project Management
Business Administration

Search outside of DiVA

GoogleGoogle Scholar

doi
urn-nbn

Altmetric score

doi
urn-nbn
Total: 32 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf