Effect of organisational position and network centrality on project coordination
By: HOSSAIN, Liaquat
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ArticlePublisher: Exeter, UK : Elsevier, October 2009International Journal of Project Management 27, 7, p. 680-689Abstract: 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 employees 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 asWhat 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?
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 employees 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 asWhat 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?
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