Aligning resource integration and organizational identities in project networks

Husmann, Ingo, Kleinaltenkamp, Michael and Hanmer-Lloyd, Stuart (2020) Aligning resource integration and organizational identities in project networks. Journal of Business and Industrial Marketing. doi:10.1108/JBIM-01-2019-0002 (In Press)

[img] Text (Peer reviewed version)
8202-Husmann-Kleinaltenkamp-&-Hanmer-Lloyd-(2020)-Aligning-Resource-Integration.pdf - Accepted Version
Restricted to Repository staff only (Publisher Embargo).
Available under License All Rights Reserved.

Download (337kB)

Abstract

Purpose Multi-supplier project networks represent a large part of the business-to-business (B2B) sector as the scope of many projects requires that different providers participate in their development and delivery. This raises the question of how the integration of the resources of the various partners can be shaped successfully. Specifically, the different organizational identities provide institutional frames of reference to the resource-integrating firms. As the organizational identities are typically not harmonious with each other, at least partial misalignments of the institutional setting that shapes the resource integration processes may emerge. The purpose of this paper is to empirically investigate the impact of various organizational identities on the course and outcome of resource integration in project networks. Design/methodology/approach The paper makes use of interpretive phenomenology in conjunction with a qualitative case study approach to access the lived experience of actors of different professional service firms having experienced changes in resource integration in a B2B project network. Findings A conceptualization of organizational identity as an institutional context for resource integration is developed and empirically investigated. The findings show a strong impact on the firms' organizational identities and the actors' resource integration experience and evaluation. Moreover, the findings provide evidence that, if unmanaged, at least partial misalignment of the institutional arrangements of multi-organizational B2B project network represents a normal and also a stable condition. Originality/value As a first conceptualization and empirical analysis of the interplay between organizational identity and resource integration, this paper advances the current understanding of the institutional context for resource integration. It argues for the wider relevance of organizational identity constructs and paves the way for future development.

Item Type: Article
Article Type: Article
Uncontrolled Keywords: Organizational identity; Resource integration; Institutional context; Project networks; Institutional misalignment
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > HD58 Organizational behavior, change and effectiveness. Corporate culture
H Social Sciences > HF Commerce > HF5001 Business > HF5410 Marketing
Divisions: Schools and Research Institutes > School of Business and Technology > Marketing, Events & Law
Research Priority Areas: Applied Business & Technology
Depositing User: Susan Turner
Date Deposited: 05 Mar 2020 13:25
Last Modified: 01 Jun 2020 15:18
URI: http://eprints.glos.ac.uk/id/eprint/8202

University Staff: Request a correction | Repository Editors: Update this record

University Of Gloucestershire

Bookmark and Share

Find Us On Social Media:

Social Media Icons Facebook Twitter Google+ YouTube Pinterest Linkedin

Other University Web Sites

University of Gloucestershire, The Park, Cheltenham, Gloucestershire, GL50 2RH. Telephone +44 (0)844 8010001.