Despite good planning, projects need continuous coordination among the participants concerning scope of work, pace, and timing to be accomplished without delays. Research shows that informal coordination of residual and unforeseen interdependencies enhances time saving and facilitates better understandings. Still though, many sub-contractors choose not to coordinate informally. The purpose of this paper is to identify drivers that enhance or inhibits informal coordination in projects. A qualitative, explorative case study approach was applied. Fifteen SME sub-contractors within the offshore wind power energy sector were involved in co-creation of findings through 8 network meetings on top of individual interviews. The offshore wind power energy sector was chosen because effective coordination within its projects is critical as costs of mistakes and subsequent adjustments to offshore deliveries are massive. Six drivers which enhance informal coordination and three drivers which inhibit informal coordination among sub-contractors in projects were identified. The findings imply that management in project-oriented organizations can enhance informal coordination across project sub-contractors and by facilitating trust building, by emphasizing previous collaboration successes with the sub-contractors and the possibility of future common projects, by being explicit about expectations on informal coordination, and by developing sub-contractor contracts that are not as tight in economic terms, but instead give some leeway in relation to coordination. The derived findings of sub-contractor coordination behavior and key drivers of informal coordination may be tested in a cross-industrial, cross-national quantitative study. This research paper contributes to a gap on informal coordination within projects.
|Tidsskrift||International Journal of Managing Projects in Business|
|Status||Udgivet - 2015|