The response of complex projects to turbulent events: Understanding the cohesion, flexibility and innovativeness of inter-organizational networks

Abstract

This paper discusses the ability of inter-organisational networks involved in developing and executing complex projects to respond to turbulent events. We rely on organisation theories and on multiple case studies of large-scale engineering and construction projects to develop an understanding of three properties enabling an adequate response to such events – cohesion, flexibility, and innovativeness. We analyse how the concrete practices that network participants use to create and maintain links between them are related to these three properties. Using archetypes abstracted from commonly encountered network forms, we model the systemic effects of various combinations of participants and links, and explain the patterns of response to turbulence observed in projects corresponding to each archetype