Abstract
According to several literature sources and bodies of practices, effective cooperation between organizations in the deliver of projects is a criticalsuccess factor for project successful outcome. Nevertheless, it seems thatorganizations are still reluctant to engage in cooperative networks morethan it would be expected. The major reason for this - according to severalliterature sources – is due to a lack of efficient models to supportorganizational cooperative networks. This work introduces a model thatcontributes to the management of organizational cooperative networks, byadressing behavioral risks that usually emerge as organizations engage incooperative networks to deliver projects. The proposed model wasdeveloped based on four key pillars ((1) project management, (2) riskmanagement, (3) cooperative networks, and (4) social network analysiscentrality metrics), and will analyze how four critical organizationalcooperative informal networks ((1) trust, (2) problem-solving, (3) advice,and (4) communication), emerge and evolve throughout the differentphases of a generic project lifecycle. The development and implementationof the proposed model is supported by a case study
| Translated title of the contribution | Applying Social Network Analysis to Support the Management of Cooperative Project´s Behavioral Risks |
|---|---|
| Original language | Unknown |
| Pages (from-to) | 795-805 |
| Number of pages | 11 |
| Journal | FME Transactions |
| Volume | 49 |
| Issue number | 4 |
| DOIs | |
| Publication status | Published - 2021 |
Keywords
- Cooperative networks
- Informal networks
- Project management
- Project success
- Risk management
- Social network analaysis centrality metrics
- Social network analysis