Organizational Learning Implications of Partnering Flexibility in Project-Venture Settings: A Multilevel Framework

dc.contributor.author Schwab, Andreas
dc.contributor.author Miner, Anne
dc.contributor.author Schwab, Andreas
dc.contributor.department Management and Entrepreneurship
dc.date 2018-02-18T09:29:36.000
dc.date.accessioned 2020-06-30T05:59:10Z
dc.date.available 2020-06-30T05:59:10Z
dc.date.copyright Sat Jan 01 00:00:00 UTC 2011
dc.date.issued 2011-01-01
dc.description.abstract <p>Project ventures are an increasingly prevalent organizational form in many industries. The management literature has stressed their flexibility and adaptability advantages. This chapter focuses on the learning implications of the source of flexibility most essential to project ventures: the ability to switch partners during project formation and execution. This partnering flexibility creates opportunities to respond to new knowledge about characteristics of project tasks and project partners. Partnering flexibility, however, also creates learning challenges. The short-term nature of relationships between project partners and the disintegration of the project team after project completion challenges the accumulation and transfer of knowledge to future projects. Beyond the introduction of related learning opportunities and challenges, we identify potential contingency factors in the project context that shape when partner flexibility will have beneficial versus harmful effects. On the organizational level, we propose that project-governing permanent organizations can support project-venture learning. On the industry level, we highlight potential learning benefits of standardized partner roles and coordination practices. Thus, our chapter introduces a multilevel contingency framework for the evaluation of both learning opportunities and challenges of partnering flexibility in project-venture settings. We formulate testable propositions focused on partner-project fit and project performance.</p>
dc.description.comments <p>This is a manuscript of an book chapter from Advances in Strategic Management: Project-Based Organizing and Strategic Management, 28 (2011); 115-145. Doi: <a href="http://dx.doi.org/10.1108/S0742-3322(2011)0000028009" target="_blank">10.1108/S0742-3322(2011)0000028009</a>. Posted with permission.</p>
dc.format.mimetype application/pdf
dc.identifier archive/lib.dr.iastate.edu/management_pubs/38/
dc.identifier.articleid 1039
dc.identifier.contextkey 10069191
dc.identifier.s3bucket isulib-bepress-aws-west
dc.identifier.submissionpath management_pubs/38
dc.identifier.uri https://dr.lib.iastate.edu/handle/20.500.12876/54427
dc.language.iso en
dc.source.bitstream archive/lib.dr.iastate.edu/management_pubs/38/2011_SchwabA_ASM_Learning_Implications_of_Partnering_Flexibility.pdf|||Fri Jan 14 23:52:24 UTC 2022
dc.source.uri 10.1108/S0742-3322(2011)0000028009
dc.subject.disciplines Business Administration, Management, and Operations
dc.subject.disciplines Business and Corporate Communications
dc.subject.disciplines Finance and Financial Management
dc.subject.disciplines Organizational Behavior and Theory
dc.subject.disciplines Training and Development
dc.title Organizational Learning Implications of Partnering Flexibility in Project-Venture Settings: A Multilevel Framework
dc.type article
dc.type.genre book_chapter
dspace.entity.type Publication
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relation.isOrgUnitOfPublication 76f2501b-6a79-4f9b-b1ae-e0c64574c784
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