Academic journal article Economics & Sociology

How Do Inter-Institutional Teams Succeed? a Case of National Project

Academic journal article Economics & Sociology

How Do Inter-Institutional Teams Succeed? a Case of National Project

Article excerpt


Inter-institutional collaboration has become an increasingly prevalent phenomenon in contemporary world. Some forms of collaboration have emerged in business and have gained popularity in particular industries such as: ship building (Ahola et al. 2008), film-making (Bechky 2006) and etc. Inter-institutional collaboration requires combining efforts of different organizations by implementing various projects in a limited time period. Hence, temporary nature of collaboration is a distinguished feature impacting interaction process. However, prevailing discussions revealed that inter-institutional collaboration is slow process and provides mixed results (Levering et al. 2013).

Public organizations are confronted with the growing pressure to integrate and increase quality of services while lowering costs (Drach-Zahavy 2011). Corresponding to these pressures organizations aim to apply approaches prevailing in business field. Hence, inter-institutional projects have been gaining considerable attention of managers and policy makers in such fields as: health sector (Jones et al. 2004) and higher education (Tadaki, Tremewan 2013). Collaboration is mainly based on five pillars: prevailing common goals, reciprocal trust, and exchange of information, share of resources and capabilities and share of risks (Raisiene, 2011). The barriers to effective collaboration include mistrust, different priorities of organizations, different values and goals (Palinkas et al. 2014).

Notably, collaboration of organizations requires considerable efforts of various teams. However, effectiveness of teamwork is seen as a challenge, impacted by increasingly complex and innovative tasks and environmental disruptions (Harvey et al. 2014). In addition, inter-organizational teams are confronted with even more complex problems than organizational teams. Collaboration issues in public sector arise due to traditional hierarchical command and control structures and the need to coordinate across organizational boundaries (Piercy et al. 2013). Hence, decision-making process becomes complex and impacts interaction of various stakeholders.

The paper aims to investigate the issues of inter-institutional collaboration in Lithuanian public organizations. The paper is based on the study of collaboration aspects relevant to the project implemented by the Lithuanian Republic Ministry of Foreign Affairs (MFA) in 20122013. The research is grounded on the survey of 84 project participants representing different public institutions and interviews of project managers.

The remaining of paper is organized as follows. The first part provides insights into the success of project implementation. The second part investigates team work as a factor of project success. The third part provides information related to procedure and methods applied. The fourth part provides results of the study. The final part draws conclusions.

1. The attitudes to the success of project implementation

The scholars assert that the use of projects has become as a mean of conducting business in almost every sector in the economy (Phelan 2005). Hence, the investigations linked to the project management distinguish efficiency indicators such as, increasing profitability and reducing costs, cycle time and risks of failure (Judgev, Muller 2005). However, project success can be perceived differently by different stakeholders in different time scales (Turner, Zolin 2012). Hence, a broader understanding of success in scientific literature has been evolving. The broader approach has led to a number of different success indicators explored in scientific literature.

Judgev and Muller (2005) conducted assessment of project success over the past 40 years and discussed conditions for success, critical success factors and success frameworks. The scholars developed a historical review and focused on the time frame of project life cycle. Meanwhile, the investigations carried out by Davis (2014) complemented to the research of Judgev and Muller (2005) by focusing on the stakeholders involved and success factors. …

Search by... Author
Show... All Results Primary Sources Peer-reviewed


An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.