Mobilizing social networks beyond project team frontiers : The case of polar expeditions
By: LECOUTRE, Marc
.
Contributor(s): LIÈVRE, Pascal.
Material type: 
ArticlePublisher: Drexel Hill : Project Management Institute, jun. 2010Subject(s): Gestão de Projetos | Equipe | Motivação | CooperaçãoProject Management Journal 41, 3, p. 57-68Abstract: New movements in project management are pushing project teams to hunt down contacts well outside their regular networks, to tackle problems encountered throughout project rollout. This raises the issue of initiating cooperation with someone unknownthat is, harnessing weak ties to tap into resources well outside the comfort zone. Our investigations into polar expedition projects has led us to develop the notion of a potentially cooperative weak tie, converging Granovetter's approach with a synthesis about cooperation differentiating identity-sense and utilitarian mechanisms. We conclude that a weak tie can initiate a cooperation only if it includes one of these two sources of cooperation
New movements in project management are pushing project teams to hunt down contacts well outside their regular networks, to tackle problems encountered throughout project rollout. This raises the issue of initiating cooperation with someone unknownthat is, harnessing weak ties to tap into resources well outside the comfort zone. Our investigations into polar expedition projects has led us to develop the notion of a potentially cooperative weak tie, converging Granovetter's approach with a synthesis about cooperation differentiating identity-sense and utilitarian mechanisms. We conclude that a weak tie can initiate a cooperation only if it includes one of these two sources of cooperation
Click on an image to view it in the image viewer
There are no comments for this item.