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- Publisher Website: 10.1016/j.ijproman.2008.11.004
- Scopus: eid_2-s2.0-68549085531
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Article: Effect of organisational position and network centrality on project coordination
Title | Effect of organisational position and network centrality on project coordination |
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Authors | |
Keywords | Network centrality Project based coordination Social networks |
Issue Date | 2009 |
Citation | International Journal of Project Management, 2009, v. 27 n. 7, p. 680-689 How to Cite? |
Abstract | This 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 Identifier | http://hdl.handle.net/10722/194246 |
ISSN | 2023 Impact Factor: 7.4 2023 SCImago Journal Rankings: 2.039 |
ISI Accession Number ID |
DC Field | Value | Language |
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dc.contributor.author | Hossain, L | - |
dc.date.accessioned | 2014-01-30T03:32:21Z | - |
dc.date.available | 2014-01-30T03:32:21Z | - |
dc.date.issued | 2009 | - |
dc.identifier.citation | International Journal of Project Management, 2009, v. 27 n. 7, p. 680-689 | - |
dc.identifier.issn | 0263-7863 | - |
dc.identifier.uri | http://hdl.handle.net/10722/194246 | - |
dc.description.abstract | This 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.language | eng | - |
dc.relation.ispartof | International Journal of Project Management | - |
dc.subject | Network centrality | - |
dc.subject | Project based coordination | - |
dc.subject | Social networks | - |
dc.title | Effect of organisational position and network centrality on project coordination | - |
dc.type | Article | - |
dc.description.nature | link_to_subscribed_fulltext | - |
dc.identifier.doi | 10.1016/j.ijproman.2008.11.004 | - |
dc.identifier.scopus | eid_2-s2.0-68549085531 | - |
dc.identifier.volume | 27 | - |
dc.identifier.issue | 7 | - |
dc.identifier.spage | 680 | - |
dc.identifier.epage | 689 | - |
dc.identifier.isi | WOS:000270160400004 | - |
dc.identifier.issnl | 0263-7863 | - |