A1 Vertaisarvioitu alkuperäisartikkeli tieteellisessä lehdessä
Going downstream in a project-based firm
Tekijät: Momeni K, Martinsuo M
Kustantaja: Elsevier
Julkaisuvuosi: 2019
Journal: International Journal of Project Management
Tietokannassa oleva lehden nimi: International Journal of Project Management
Vuosikerta: 37
Numero: 1
ISSN: 0263-7863
DOI: https://doi.org/10.1016/j.ijproman.2018.09.007
Verkko-osoite: https://researchportal.tuni.fi/en/publications/7c0b768b-caf8-4398-a70f-78429b4afcb6
Tiivistelmä
Research on the integration of different actors in project business has centered on the upstream value chain and a project-based firm's relationship with suppliers. The downstream delivery chain also includes an integration challenge as some project-based firms use distributors to sell and deliver systems. The purpose of this paper is to highlight the importance of integrating with distributors in the delivery of complex systems. A qualitative case study was conducted in one project-based firm. Different distributor capabilities were identified and grouped into business, relational, marketing, and delivery capabilities. Different integration mechanisms were mapped at business and project levels, and divided into control-, cooperation-, and development-oriented mechanisms. The findings show that distributor capabilities related to complex system delivery develop through repetitive collaboration across projects. The stable position of distributors in the downstream value chain facilitate the use of integration mechanisms at the business level and development-oriented integration approach at the project level.
Research on the integration of different actors in project business has centered on the upstream value chain and a project-based firm's relationship with suppliers. The downstream delivery chain also includes an integration challenge as some project-based firms use distributors to sell and deliver systems. The purpose of this paper is to highlight the importance of integrating with distributors in the delivery of complex systems. A qualitative case study was conducted in one project-based firm. Different distributor capabilities were identified and grouped into business, relational, marketing, and delivery capabilities. Different integration mechanisms were mapped at business and project levels, and divided into control-, cooperation-, and development-oriented mechanisms. The findings show that distributor capabilities related to complex system delivery develop through repetitive collaboration across projects. The stable position of distributors in the downstream value chain facilitate the use of integration mechanisms at the business level and development-oriented integration approach at the project level.
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