Definitely Not a Walk in the Park: Coping with Competing Values in Complex Project Networks

Lizet Kuitert; Leentje Volker; Marleen H. Hermans

doi:10.1177/87569728221127958

Definitely Not a Walk in the Park: Coping with Competing Values in Complex Project Networks

Lizet Kuitert^*, Leentje Volker, Marleen H. Hermans

^*Corresponding author for this work

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Research output: Contribution to journal › Article › Academic › peer-review

10 Citations (Scopus)

Abstract

Complex project networks confront project actors, with value pluralism originating from a plethora of competing organizational and institutional systems related to the project environment. Using a single urban redevelopment case study, we present a dynamic understanding of the emergence and nature of conflicts in different conflict arenas of collaborative project networks. We identify seven coping patterns to reduce and engage with this complexity in the process of delivering value throughout projects. The coping patterns enable a more dynamic and flexible approach toward conflict management in project networks with a high degree of conflicting project interests.

Original language	English
Pages (from-to)	19-34
Number of pages	16
Journal	Project Management Journal
Volume	54
Issue number	1
DOIs	https://doi.org/10.1177/87569728221127958
Publication status	Published - Feb 2023

Bibliographical note

Funding Information:
The research was supported by Dutch Construction Client Forum. The author(s) received no financial support for the authorship and/or publication of this article.

Publisher Copyright:
© 2022 Project Management Institute, Inc.

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ESSB PA

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abstract = "Complex project networks confront project actors, with value pluralism originating from a plethora of competing organizational and institutional systems related to the project environment. Using a single urban redevelopment case study, we present a dynamic understanding of the emergence and nature of conflicts in different conflict arenas of collaborative project networks. We identify seven coping patterns to reduce and engage with this complexity in the process of delivering value throughout projects. The coping patterns enable a more dynamic and flexible approach toward conflict management in project networks with a high degree of conflicting project interests.",

author = "Lizet Kuitert and Leentje Volker and Hermans, {Marleen H.}",

note = "Funding Information: The research was supported by Dutch Construction Client Forum. The author(s) received no financial support for the authorship and/or publication of this article. Publisher Copyright: {\textcopyright} 2022 Project Management Institute, Inc.",

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AU - Volker, Leentje

AU - Hermans, Marleen H.

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AB - Complex project networks confront project actors, with value pluralism originating from a plethora of competing organizational and institutional systems related to the project environment. Using a single urban redevelopment case study, we present a dynamic understanding of the emergence and nature of conflicts in different conflict arenas of collaborative project networks. We identify seven coping patterns to reduce and engage with this complexity in the process of delivering value throughout projects. The coping patterns enable a more dynamic and flexible approach toward conflict management in project networks with a high degree of conflicting project interests.

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Definitely Not a Walk in the Park: Coping with Competing Values in Complex Project Networks

Abstract

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