Collaborative Meeting as an Integrative Mechanism in a Multinational Investment Project

Leena Pekkinen, Jaakko Kujala

Department of Industrial Engineering and Management, University of Oulu, Oulu, Finland.

DOI: 10.4236/ti.2014.51006                

Abstract

In multinational and complex projects that are often implemented by multiple organizations, the entire projects need to be divided into manageable subprojects. At the same time, all subprojects are needed to be kept aligned with the project goals and targets by integration and coordination. The purpose of this article is to study the role of a particular, work-shop type, collaborative meeting by utilizing the characteristics of an integrative information processing framework. A single case study method was used to observe the practices of collaborative meetings. This study contributes to the project management research by analysing how collaborative meeting practice can be used as a mechanism to reduce uncertainty and equivocality in a large investment project. The results of this study are two folds: Firstly, the case project’s collaborative meetings are described in detail; secondly, the perceived features and procedures of the collaborative meetings in the case project are illustrated showing the role of the collaborative meetings as an integrative tool. Moreover, the perceived integrative characteristics of the collaborative meetings reducing uncertainty and equivocality are presented. This study indicates that collaborative meeting is an integrative mechanism reducing uncertainty and equivocality in a large investment project context.

Keywords

Collaboration; Integration; Coordination; Uncertainty; Equivocality

Conflicts of Interest

The authors declare no conflicts of interest.

References

[1]	K. Aaltonen, J. Kujala, P. Lehtonen, and I. Ruuska, “A Stakeholder Network Perspective on Unexpected Events and Their Management in International Projects,” International Journal of Managing Projects in Business, Vol. 3, No. 4, 2010, pp. 564-588. http://dx.doi.org/10.1108/17538371011076055
[2]	V. Turkulainen, J. Kujala, K. Artto and R. E. Levitt, “Organizing in the Context of Global Project-Based Firm— The Case Study of Sales-Operations Interface,” Industrial Marketing Management, Vol. 42, No. 2, 2013, pp. 223-233. http://dx.doi.org/10.1016/j.indmarman.2012.08.004
[3]	P. W. G. Morris and G. H. Hough, “The Anatomy of Major Projects—A Study of the Reality of Project Management,” John Wiley & Sons, Chichester, 1987.
[4]	P. W. G. Morris, “The Management of Projects,” Sutton Courtenay, Oxfordshire, 1997. http://dx.doi.org/10.1680/mop.16934
[5]	Project Management Institute, “A Guide to the Project Management Book of Knowledge (PMBOK),” 4th Edition, Project Management Institute, Newtown Square, 2008.
[6]	APM, “APM Body of Knowledge,” 5th Editon, Association for Project Management, High Wycombe, 2006.
[7]	J. R. Galbraith, “Organization Desung,” Addison-Wesley, Reading, 1977.
[8]	M. L. Tushman and D. A. Nadler, “Information Processing as an Integrating Concept in Organizational Design,” Academy of Management, Vol. 3, No. 3, 1978, pp. 613-624.
[9]	K. E. Weick, “The Social Psykology of Organizing,” Addison-Welsey, Reading, 1979.
[10]	J. R. Galbraith, “Organization Design: An Information Processing View,” Interfaces, Vol. 4 No. 3, 1974, pp. 28-36. http://dx.doi.org/10.1287/inte.4.3.28
[11]	R. L. Daft and R. H. Lengel, “Organizational Information Requirements, Media Richness and Structural Design,” Management Science, Vol. 32, No. 5, 1986, pp. 554-571. http://dx.doi.org/10.1287/mnsc.32.5.554
[12]	J. I. Martinez and J. C. Jarillo, “The Evolution of Research on Coordination Mechanisms in Multinational Corporations,” Journal of International Business Studies, Vol. 20, No. 3, 1989, pp. 489-514. http://dx.doi.org/10.1057/palgrave.jibs.8490370
[13]	H. Sicotte and A. Langley, “Integration Mechanisms and R&D Project Performance,” Journal of Engineering and Technology Management, Vol. 7, No. 1, 2000, pp. 1-37. http://dx.doi.org/10.1016/S0923-4748(99)00018-1
[14]	J. Nihtilä, “R&D-Production Integration in the Early Phase of New Product Development in Projects,” Journal of Engineering and Technology Management, Vol. 16, No. 1, 1999, pp. 55-81. http://dx.doi.org/10.1016/S0923-4748(98)00028-9
[15]	M. Martinsuo and T. Ahola, “Supplier Integration in Complex Delivery Projects; Comparison between Different Buyer-Supplier Relationships,” International Journal of Project Management, Vol. 28, No. 2, 2010, pp. 107-116.
[16]	J. Kotlarsky, P. Fenema and L. P. Willcocks, “Developing a Knowledge-Based Perspective on Coordination: The Case of Global Software Projects,” Information Management, Vol. 45, No. 2, 2008, pp. 96-108. http://dx.doi.org/10.1016/j.im.2008.01.001
[17]	L. J. Daniel and C. R. Davis, “What Makes High-Performance Teams Excel?” Research Technology Management, Vol. 52, No. 4, 2009, pp. 40-45.
[18]	A. S. Chang and F. Y. Shen, “Coordination Needs and Supply of Construction Projects,” Engineering Management Journal, Vol. 21, No. 4, 2009, pp. 44-57.
[19]	M. J. Cooper and C. S. Budd, “Tying the Pieces Together: A Normative Framework for Integrating Sales and Project Operations,” Industrial Marketing Management, Vol. 36 No. 2, 2007, pp. 173-182. http://dx.doi.org/10.1016/j.indmarman.2006.03.005
[20]	J. Cornelissen, “Integration in Communication Management; Conceptual Methodological Considerations,” Journal of Marketing Management, Vol. 16, No. 6, 2000, pp. 597-606. http://dx.doi.org/10.1362/026725700785045930
[21]	S. W. O’Leary-Kelly and B. E. Flores, “The Integration of Manufacturing and Marketing/Sales Decisions: Impact on Organizational Performance,” Journal of Operations Management, Vol. 20, No. 3, 2002, pp. 221-240. http://dx.doi.org/10.1016/S0272-6963(02)00005-0
[22]	J. R. Galbraith, “Designing Complex Organizations,” Addison-Wesley Longham Publishing Co., Inc., Boston, 1973.
[23]	J. R. Galbraith and J. K. Kazanjian, “Strategy Implementation: Structure, Systems and Process,” 2nd Edition, West Publishing Co., St. Paul, 1986.
[24]	R. E. Levitt, J. Thomsen, T. R. Christiansen, J. C. Kunz, Y. Jin and C. Nass, “Simulating Projecr Work Processes and Organizations: Towards a Micro-Contingency Theory of Organizational Design,” Management Science, Vol. 45 No. 11, 1999 pp. 1479-1495. http://dx.doi.org/10.1287/mnsc.45.11.1479
[25]	A. Prencipe and F. Tell, “Inter-Project Learning: Processes and Outcomes of Knowledge Codification in Project-Based Firms,” Research Policy, Vol. 30, No. 9, 2001, pp. 1373-1394. http://dx.doi.org/10.1016/S0048-7333(01)00157-3
[26]	M. Hobday, “The Project-Based Organisation: An Ideal Form for Managing Complex Products and Systems?” Research Policy, Vol. 29 No. 7-8, 2000, pp. 871-893. http://dx.doi.org/10.1016/S0048-7333(00)00110-4
[27]	R. J. DeFillippi, “Organizational Models for Collaboration in the New Economy,” Human Resource Planning, Vol. 25, No. 4, 2002, pp. 7-18.
[28]	R. Yin, “Case Study Research,” Sage, Thousand Oaks, 2002.
[29]	B. Hellgren and T. Stjernberg, “Design and Implementation in Major Investments—A Project Network Approach,” Scandinavian Journal of Management, Vol. 11 No. 4, 1995, pp. 377-394. http://dx.doi.org/10.1016/0956-5221(95)00020-V
[30]	K. Eloranta, “Supplier Relationship Management in Networked Project Business,” Licentiate’s Thesis, Helsinki University of Technology, Helsinki, 2007.
[31]	I. Ruuska, K. Artto, K. Aaltonen and P. Lehtonen, “Dimensions of Distance in a Project Network; Exploring Olkiluoto 3 Nuclear Power Plant Project,” International Journal of Project Management, Vol. 27 No. 2, 2009, pp. 142-153. http://dx.doi.org/10.1016/j.ijproman.2008.09.003
[32]	M. Hoegl and H. G. Gemuenden, “Teamwork Quality and the Success of Innovative Projects: A Theoretical Concept and Empirical Evidence,” Organization Science, Vol. 12, No. 4, 2001, pp. 435-449. http://dx.doi.org/10.1287/orsc.12.4.435.10635
[33]	T. Gajendra and G. Brewer, “Collaboration in Public Sector Projects: Unearthing the Contextual Challenges Posed in Project Environments,” Engineering Project Organization Journal, Vol. 2 No. 3, 2012, pp. 112-126. http://dx.doi.org/10.1080/21573727.2012.714776
[34]	E. Schein, “Organizational Psychology,” 3rd Edition, Prectice-Hall, New Jersey, 1994.
[35]	B. Prastad, “What Management Style Is Considered Best for Team-Based Organization and Why?” Journal of ValueBased Management, Vol. 14, No. 1, 2001, pp. 59-77. http://dx.doi.org/10.1023/A:1007836622767
[36]	R. Kirhaug, “Conditions for Communication in Risk Exposed Organizations,” Journal of General Management, Vol. 36, No. 2, 2010, pp. 22-36.
[37]	A. J. Shenhar, “One Size Does Not Fit All Projects: ExPloring Classical Contingency Theory Domains,” Management Science, Vol. 47, No. 3, 2001, pp. 394-414. http://dx.doi.org/10.1287/mnsc.47.3.394.9772
[38]	R. Gulati, F. Wohlgezogen and P. Zhelyarkov, “The Two Facets of Collaboration: Cooperation and Coordination in Strategic Alliances,” The Academy of Management Annals, Vol. 6, No. 1, 2012, p 531. http://dx.doi.org/10.1080/19416520.2012.691646