Shared and fragmented understandings in interorganizational IT project teams: An interpretive case study

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dc.contributor.authorMcCarthy, Stephenen
dc.contributor.authorO'Raghallaigh, Paidien
dc.contributor.authorFitzgerald, Ciaraen
dc.contributor.authorAdam, Frédéricen
dc.date.accessioned2023-04-21T13:47:39Z
dc.date.available2023-04-21T13:47:39Z
dc.date.issued2021-08-05en
dc.description.abstractShared understanding is essential in interorganizational projects to integrate the divergent knowledge of individual team members and support collaborative knowledge building. This can nevertheless be a challenging undertaking in interorganizational projects as team members must continuously negotiate differences in their organizational and professional backgrounds during project work. In this paper, we explore how interorganizational IT project teams deal with sources of ‘fragmentation’ in their understanding, explicating the theoretical and practical implications that these have for project management. Our study is needed to explore the increasingly complex and emergent nature of interorganizational project management today where neither goals nor the means of attainment are known with precision at a project's launch. We analyze interpretive case study findings from an 8-month IT project involving diverse organizations from industry, academia, and healthcare. Based on our findings, we develop a framework which highlights the relationship between three sources of fragmentation of understanding (interpersonal, technical, and contextual) across key project activities. We contribute towards project management literature by revealing how these sources of fragmentation might be overcome through framing project activities (the problem, method, and solution formulation) differently. While fragmentation may characterize any, or all, of these key activities, it is not without remedy.en
dc.description.statusPeer revieweden
dc.description.versionAccepted Versionen
dc.format.mimetypeapplication/pdfen
dc.identifier.citationMcCarthy, S., O’Raghallaigh, P., Fitzgerald, C. and Adam, F. (2021) ‘Shared and fragmented understandings in interorganizational IT project teams: An interpretive case study’, International Journal of Project Management, 39(7), pp. 762–773. https://doi.org/10.1016/j.ijproman.2021.07.003en
dc.identifier.doi10.1016/j.ijproman.2021.07.003en
dc.identifier.endpage773en
dc.identifier.issn0263-7863en
dc.identifier.issued7en
dc.identifier.journaltitleInternational Journal of Project Managementen
dc.identifier.startpage762en
dc.identifier.urihttps://hdl.handle.net/10468/14397
dc.identifier.volume39en
dc.language.isoenen
dc.publisherElsevieren
dc.relation.ispartofInternational Journal of Project Managementen
dc.rights© 2021 This manuscript version is made available under the CC-BY-NC-ND 4.0 license https://creativecommons.org/licenses/by-nc-nd/4.0/en
dc.rights.urihttps://creativecommons.org/licenses/by-nc-nd/4.0/en
dc.subjectInterorganizational projectsen
dc.subjectShared understandingen
dc.subjectFragmentationen
dc.subjectKnowledge integrationen
dc.subjectSystems developmenten
dc.titleShared and fragmented understandings in interorganizational IT project teams: An interpretive case studyen
dc.typeArticle (peer-reviewed)en
dc.typejournal-articleen
oaire.citation.issue7en
oaire.citation.volume39en
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