Inter-Organizational Collaboration in Interconnected Infrastructure Projects
Maryam Rikhtegarnezami (TU Delft - Integral Design & Management)
M.L.C. de Bruijne (TU Delft - Organisation & Governance)
M.J.C.M. Hertogh (TU Delft - Integral Design & Management)
H.L.M. Bakker (TU Delft - Integral Design & Management)
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Abstract
This study aims to identify which factors affect inter-organizational collaboration (IOC) in interconnected infrastructure projects to enable practitioners to establish a collaborative environment at the project level. This specific form of inter-organizational collaboration (IOC) is characterized as “horizontal” and has received limited attention in the literature. To this end, a systematic literature review and Q-methodology were conducted. The Q-methodology involves practitioners from various infrastructure organizations in the Netherlands gaining insights into their perspectives on IOC in interconnected infrastructure projects. The study identifies two perspectives: a “holistic, goal-oriented” perspective that recognizes various dimensions of IOC and a more “people-oriented” perspective that emphasizes the value of individual factors for IOC. The findings suggest that multiple perspectives on collaboration exist among practitioners, potentially affecting collaboration in interconnected infrastructure projects. Awareness of the need to manage practitioners’ perspectives, and addressing and discussing these differences, can stimulate inter-organizational collaboration and contribute to improved project performance.
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