Inter-Organizational Collaboration in Interconnected Infrastructure Projects

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.

Automated summary

This study aims to identify the factors that affect inter-organizational collaboration in interconnected infrastructure projects. It utilizes a systematic literature review and Q-methodology to gain insights from practitioners in the Netherlands. The study identifies two perspectives on collaboration: a holistic, goal-oriented perspective and a people-oriented perspective. Managing these perspectives and addressing differences can enhance inter-organizational collaboration and improve project performance.