Managing multi-organization projects: A people perspective |
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| Affiliation: | 1. Centre for Invasion Biology, Department of Botany and Zoology, Stellenbosch University, Matieland, South Africa;2. South African National Biodiversity Institute, Kirstenbosch Research Centre, Claremont, South Africa;3. Institute of Botany, Department of Invasion Ecology, The Czech Academy of Sciences, CZ-252 43, Průhonice, Czech Republic;4. CIRAD, UMR PVBMT, Saint-Pierre, La Réunion, France;5. Université de la Réunion, UMR PVBMT, F-97410, Saint-Pierre, La Réunion, France;6. Centre for Agroecology, Water and Resilience, Coventry University, Ryton Gardens, Wolston Lane, Coventry, CV8 3LG, UK;7. Nürtingen-Geislingen University of Applied Sciences (HFWU), Nürtingen, Germany;8. Department Conservation and Marine Science, Cape Peninsula University of Technology, P.O. Box 652, Cape Town, 8000, South Africa;9. Marine Research (MA-RE) Institute, University of Cape Town, Private Bag X3, Rondebosch, 7701, South Africa;10. Department of Biological Sciences, University of Cape Town, Private Bag X3, Rondebosch, 7701, South Africa;11. Council for Industrial and Scientific Research, P.O. Box 320, Stellenbosch, 7599, South Africa;12. South African Institute for Aquatic Biodiversity, Grahamstown, South Africa;13. Environment Department, Wentworth Way, University of York, Heslington, York, YO10 5NG, UK;1. Aalto University, School of Science, Department of Industrial Engineering and Management, Maarintie 8, P.O. Box 15500, FI-00076, Aalto, Finland;2. University of Oulu, Faculty of Technology, Industrial Engineering and Management, PO. Box 4610, FIN-90014, Finland;3. University of Leeds, School of Civil Engineering, Woodhouse Lane, Leeds, LS2 9JT, United Kingdom;1. Faculty of Engineering, Dept. of Civil Engineering, Construction Engineering and Management Group, Ferdowsi Univ. of Mashhad, Mashhad, Iran;2. School of Property, Construction, and Project Management, Royal Melbourne Institute of Technology (RMIT Univ.), Melbourne, VIC, 3001, Australia;3. School of Engineering, Univ. of British Columbia, Okanagan Campus, 3333 University Way, Kelowna, BC, V1V 1V7, Canada |
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| Abstract: | Recent reports of management practices in multi-organization settings as well as advances in interorganizational theories possess implications for enhancing the effectiveness of technical personnel in multi-organization projects. These reports focus on what makes a project a success or on what makes an innovation a success. Factors include the characteristics and roles of key supporters and of those who link together the participating organizations. Much less emphasis is given to how these factors relate to an ongoing project and, in particular, how they impact upon the performance of individual engineers. This paper examines the reported success factors from a systems viewpoint and discusses the relationships between these factors and individual technical personnel performance in a multi-organization project setting. |
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