The Interplay between Project Networks and Project Institutions

This paper offers a theoretical overview of the processes that generate dynamics in project networks (PNs). Projects and project groups are interpreted as heterogeneous networks that consist of heterogeneous actors and resource flows, coordinated internally and externally. We employ business network theory to explain the co-evolution in project networks driven by the behavioural choices of project members (network actors) in ever-changing institutional normative context. We examine the antecedents to co-evolutionary changes such as actor’s behaviour, network relationships and project network structure, and how these are shaped by institutions. Then we examine the processes that influence changes in PNs and project institutions (PIs) such as selection, social influence, diffusion, and co-adaptation. Additional emphasis is placed on the influence by strategic design and coordination executed by project managers and other leading external and internal actors. Initial coordination efforts trigger self-organisation and self-coordination mechanisms, which evolve through co-adaptation between actors and lead to further changes in the PN. Understanding these co-evolutionary network processes is essential to build enhanced anticipation of changes in project networks