JAOUAD DAOUDI and MARIO BOURGAULT, Int. J. Innov. Mgt. 16, 1240012 (2012) [25 pages] DOI: 10.1142/S1363919612400129
DISCONTINUITY AND COLLABORATION: THEORY AND EVIDENCE FROM TECHNOLOGICAL PROJECTS
Department of Mathematics and Industrial Engineering, École Polytechnique de Montréal, 2900 Edouard-Montpetit, Montreal, Canada
Department of Administrative Sciences, Université du Québec en Outaouais, Pavillon Lucien-Brault, 101 Saint-Jean-Bosco, Gatineau, Canada
Published: 29 November 2012
Project teams today often work in complex collaborative and extended settings, especially when multinational firms or international projects are involved. Studies on projects have attempted to identify and measure the factors that influence collaboration. Many models have been proposed, reflecting the rising importance of this research area. However, few have explored the contribution of discontinuity to effective collaboration. This article presents a theoretical overview of discontinuity and collaboration practices in technology industries. The empirical results of a study of technological projects are then presented. The results support the contribution of discontinuity to effective collaboration. A more surprising result suggests that different forms of discontinuity contribute differently to collaboration and that cultural discontinuity has a negligible impact on collaboration.
Keywords: Collaboration; engineering projects; management of innovation; extended team; distributed team
DISCONTINUITY AND COLLABORATION: THEORY AND EVIDENCE FROM TECHNOLOGICAL PROJECTS : International Journal of Innovation Management: Vol. 16, No. 06 (World Scientific)