Aligning resource integration and organizational identities in project networks
| Autor: | Stuart Hanmer-Lloyd, Michael Kleinaltenkamp, Ingo Husmann |
|---|---|
| Rok vydání: | 2020 |
| Předmět: |
Marketing
Value (ethics) Project network Organizational identity Knowledge management Scope (project management) Conceptualization business.industry HD58_Organizational media_common.quotation_subject 05 social sciences Context (language use) Originality Service (economics) 0502 economics and business 050211 marketing Business and International Management HF5410_Marketing business 050203 business & management media_common |
| Zdroj: | Journal of Business & Industrial Marketing. 35:1581-1589 |
| ISSN: | 0885-8624 |
| DOI: | 10.1108/jbim-01-2019-0002 |
| Popis: | Purpose Multi-supplier project networks represent a large part of the business-to-business (B2B) sector as the scope of many projects requires that different providers participate in their development and delivery. This raises the question of how the integration of the resources of the various partners can be shaped successfully. Specifically, the different organizational identities provide institutional frames of reference to the resource-integrating firms. As the organizational identities are typically not harmonious with each other, at least partial misalignments of the institutional setting that shapes the resource integration processes may emerge. The purpose of this paper is to empirically investigate the impact of various organizational identities on the course and outcome of resource integration in project networks. Design/methodology/approach The paper makes use of interpretive phenomenology in conjunction with a qualitative case study approach to access the lived experience of actors of different professional service firms having experienced changes in resource integration in a B2B project network. Findings A conceptualization of organizational identity as an institutional context for resource integration is developed and empirically investigated. The findings show a strong impact on the firms’ organizational identities and the actors’ resource integration experience and evaluation. Moreover, the findings provide evidence that, if unmanaged, at least partial misalignment of the institutional arrangements of multi-organizational B2B project network represents a normal and also a stable condition. Originality/value As a first conceptualization and empirical analysis of the interplay between organizational identity and resource integration, this paper advances the current understanding of the institutional context for resource integration. It argues for the wider relevance of organizational identity constructs and paves the way for future development. |
| Databáze: | OpenAIRE |
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