Institut for Forretningsudvikling og Teknologi

Key drivers for informal project coordination among sub-contractors: A case study of the offshore wind energy sector

Publikation: Bidrag til tidsskrift/Konferencebidrag i tidsskrift /Bidrag til avisTidsskriftartikelForskningpeer review

Standard

Key drivers for informal project coordination among sub-contractors : A case study of the offshore wind energy sector. / Aagaard, Annabeth; Eskerod, Pernille; Madsen, Erik Skov.

I: International Journal of Managing Projects in Business, Bind 8, Nr. 2, 2015, s. 222-240.

Publikation: Bidrag til tidsskrift/Konferencebidrag i tidsskrift /Bidrag til avisTidsskriftartikelForskningpeer review

Harvard

Aagaard, A, Eskerod, P & Madsen, ES 2015, 'Key drivers for informal project coordination among sub-contractors: A case study of the offshore wind energy sector', International Journal of Managing Projects in Business, bind 8, nr. 2, s. 222-240. https://doi.org/10.1108/IJMPB-05-2014-0041

APA

CBE

MLA

Aagaard, Annabeth, Pernille Eskerod og Erik Skov Madsen. "Key drivers for informal project coordination among sub-contractors: A case study of the offshore wind energy sector". International Journal of Managing Projects in Business. 2015, 8(2). 222-240. https://doi.org/10.1108/IJMPB-05-2014-0041

Vancouver

Author

Aagaard, Annabeth ; Eskerod, Pernille ; Madsen, Erik Skov. / Key drivers for informal project coordination among sub-contractors : A case study of the offshore wind energy sector. I: International Journal of Managing Projects in Business. 2015 ; Bind 8, Nr. 2. s. 222-240.

Bibtex

@article{451b839a719e46d88db818c59aa01179,
title = "Key drivers for informal project coordination among sub-contractors: A case study of the offshore wind energy sector",
abstract = "Despite good planning, projects need continuous coordination among the participants concerning scope of work, pace, and timing to be accomplished without delays. Research shows that informal coordination of residual and unforeseen interdependencies enhances time saving and facilitates better understandings. Still though, many sub-contractors choose not to coordinate informally. The purpose of this paper is to identify drivers that enhance or inhibits informal coordination in projects. A qualitative, explorative case study approach was applied. Fifteen SME sub-contractors within the offshore wind power energy sector were involved in co-creation of findings through 8 network meetings on top of individual interviews. The offshore wind power energy sector was chosen because effective coordination within its projects is critical as costs of mistakes and subsequent adjustments to offshore deliveries are massive. Six drivers which enhance informal coordination and three drivers which inhibit informal coordination among sub-contractors in projects were identified. The findings imply that management in project-oriented organizations can enhance informal coordination across project sub-contractors and by facilitating trust building, by emphasizing previous collaboration successes with the sub-contractors and the possibility of future common projects, by being explicit about expectations on informal coordination, and by developing sub-contractor contracts that are not as tight in economic terms, but instead give some leeway in relation to coordination. The derived findings of sub-contractor coordination behavior and key drivers of informal coordination may be tested in a cross-industrial, cross-national quantitative study. This research paper contributes to a gap on informal coordination within projects.",
author = "Annabeth Aagaard and Pernille Eskerod and Madsen, {Erik Skov}",
year = "2015",
doi = "10.1108/IJMPB-05-2014-0041",
language = "English",
volume = "8",
pages = "222--240",
journal = "International Journal of Managing Projects in Business",
issn = "1753-8378",
publisher = "Emerald Group Publishing",
number = "2",

}

RIS

TY - JOUR

T1 - Key drivers for informal project coordination among sub-contractors

T2 - A case study of the offshore wind energy sector

AU - Aagaard, Annabeth

AU - Eskerod, Pernille

AU - Madsen, Erik Skov

PY - 2015

Y1 - 2015

N2 - Despite good planning, projects need continuous coordination among the participants concerning scope of work, pace, and timing to be accomplished without delays. Research shows that informal coordination of residual and unforeseen interdependencies enhances time saving and facilitates better understandings. Still though, many sub-contractors choose not to coordinate informally. The purpose of this paper is to identify drivers that enhance or inhibits informal coordination in projects. A qualitative, explorative case study approach was applied. Fifteen SME sub-contractors within the offshore wind power energy sector were involved in co-creation of findings through 8 network meetings on top of individual interviews. The offshore wind power energy sector was chosen because effective coordination within its projects is critical as costs of mistakes and subsequent adjustments to offshore deliveries are massive. Six drivers which enhance informal coordination and three drivers which inhibit informal coordination among sub-contractors in projects were identified. The findings imply that management in project-oriented organizations can enhance informal coordination across project sub-contractors and by facilitating trust building, by emphasizing previous collaboration successes with the sub-contractors and the possibility of future common projects, by being explicit about expectations on informal coordination, and by developing sub-contractor contracts that are not as tight in economic terms, but instead give some leeway in relation to coordination. The derived findings of sub-contractor coordination behavior and key drivers of informal coordination may be tested in a cross-industrial, cross-national quantitative study. This research paper contributes to a gap on informal coordination within projects.

AB - Despite good planning, projects need continuous coordination among the participants concerning scope of work, pace, and timing to be accomplished without delays. Research shows that informal coordination of residual and unforeseen interdependencies enhances time saving and facilitates better understandings. Still though, many sub-contractors choose not to coordinate informally. The purpose of this paper is to identify drivers that enhance or inhibits informal coordination in projects. A qualitative, explorative case study approach was applied. Fifteen SME sub-contractors within the offshore wind power energy sector were involved in co-creation of findings through 8 network meetings on top of individual interviews. The offshore wind power energy sector was chosen because effective coordination within its projects is critical as costs of mistakes and subsequent adjustments to offshore deliveries are massive. Six drivers which enhance informal coordination and three drivers which inhibit informal coordination among sub-contractors in projects were identified. The findings imply that management in project-oriented organizations can enhance informal coordination across project sub-contractors and by facilitating trust building, by emphasizing previous collaboration successes with the sub-contractors and the possibility of future common projects, by being explicit about expectations on informal coordination, and by developing sub-contractor contracts that are not as tight in economic terms, but instead give some leeway in relation to coordination. The derived findings of sub-contractor coordination behavior and key drivers of informal coordination may be tested in a cross-industrial, cross-national quantitative study. This research paper contributes to a gap on informal coordination within projects.

U2 - 10.1108/IJMPB-05-2014-0041

DO - 10.1108/IJMPB-05-2014-0041

M3 - Journal article

VL - 8

SP - 222

EP - 240

JO - International Journal of Managing Projects in Business

JF - International Journal of Managing Projects in Business

SN - 1753-8378

IS - 2

ER -