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Article: Effect of organisational position and network centrality on project coordination

TitleEffect of organisational position and network centrality on project coordination
Authors
Issue Date2009
Citation
International Journal of Project Management, 2009, v. 27 n. 7, p. 680-689 How to Cite?
AbstractThis study approaches project based coordination from a real-world dataset of complex multi-million dollar projects with hundreds of people working together. Using the Enron dataset provides this study with real-world interactions for exploring the effect of the employee's organisational position and network centrality on project based coordination. With an understanding of centrality and coordination, we explore whether centrally 'well-connected' people are able to exercise greater project based coordination within the network structure. In this study, we explore questions such as-What is the relationship between network centrality and coordination? Which degrees of centrality (i.e., in-degree, out-degree, betweenness, closeness) have higher correlation in project based coordination? Is there a relationship between actors' organisational position and their network position with the project group? © 2008 Elsevier Ltd and IPMA.
Persistent Identifierhttp://hdl.handle.net/10722/194246
ISSN
2015 Impact Factor: 2.885
2015 SCImago Journal Rankings: 1.497
ISI Accession Number ID

 

DC FieldValueLanguage
dc.contributor.authorHossain, L-
dc.date.accessioned2014-01-30T03:32:21Z-
dc.date.available2014-01-30T03:32:21Z-
dc.date.issued2009-
dc.identifier.citationInternational Journal of Project Management, 2009, v. 27 n. 7, p. 680-689-
dc.identifier.issn0263-7863-
dc.identifier.urihttp://hdl.handle.net/10722/194246-
dc.description.abstractThis study approaches project based coordination from a real-world dataset of complex multi-million dollar projects with hundreds of people working together. Using the Enron dataset provides this study with real-world interactions for exploring the effect of the employee's organisational position and network centrality on project based coordination. With an understanding of centrality and coordination, we explore whether centrally 'well-connected' people are able to exercise greater project based coordination within the network structure. In this study, we explore questions such as-What is the relationship between network centrality and coordination? Which degrees of centrality (i.e., in-degree, out-degree, betweenness, closeness) have higher correlation in project based coordination? Is there a relationship between actors' organisational position and their network position with the project group? © 2008 Elsevier Ltd and IPMA.-
dc.languageeng-
dc.relation.ispartofInternational Journal of Project Management-
dc.titleEffect of organisational position and network centrality on project coordination-
dc.typeArticle-
dc.description.naturelink_to_subscribed_fulltext-
dc.identifier.doi10.1016/j.ijproman.2008.11.004-
dc.identifier.scopuseid_2-s2.0-68549085531-
dc.identifier.volume27-
dc.identifier.issue7-
dc.identifier.spage680-
dc.identifier.epage689-
dc.identifier.isiWOS:000270160400004-

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