Institutionalization of a collaborative governance model to deliver large, inter-organizational projects

Purpose In this study, we develop further understanding of how institutional change is created within a mature and local industry. In this pursuit, we examine how a collaborative large project governance model was institutionalized at an industrial sector-level through both industry-level activities and institutional projects. Design/methodology/approach This study builds on the foundations of institutional fields and institutional change, suggesting that projects are not only shaped by their contexts but also produce institutional change themselves. We conducted extensive fieldwork on the institutionalization of a collaborative project governance model in Finland. Findings The findings illustrate how institutional change in governance of large and complex inter-organizational projects is created at the institutional field level. The institutionalized collaborative project governance model includes aspects of both relational and contractual governance. The change was facilitated by temporal links between the institutional projects as well as vertical links between the institutional projects and the field-level development programs. Originality/value This is one of the first studies to address how a collaborative large project governance model becomes the norm at the institutional field level beyond the boundaries of an individual project or organization.

Automated summary

This study provides insights into the institutional change in governance of large and complex inter-organizational projects at the institutional field level. It shows how a collaborative project governance model became the norm through industry-level activities and institutional projects. The change was facilitated by temporal links between projects and vertical links between projects and field-level development programs.