IJIMT 2017 Vol.8(6): 452-459 ISSN: 2010-0248
doi: 10.18178/ijimt.2017.8.6.770

The Intersection of Collaboration Theory and Unexpected Event Management: Towards a Process Model of Project Stakeholders’ Collaboration

Baris Morkan, Patricia J. Holahan, and Linda M. Thomas
Abstract— This paper focuses on voluntary collaborative actions taken by stakeholders in response to unexpected events. This study applies the theoretical constructs of collaboration to project stakeholder management research and provides insight into stakeholder-driven collaboration for the construction project domain. After reviewing the related core theories and concepts, this paper presents a theoretical framework for the process of project stakeholder collaborations which is promoted by unexpected events. The major theoretical constructs of collaboration are discussed by drawing on the literature on interorganizational relations. Propositions are presented for guiding collaborative efforts and for investigating the application of collaboration theory to the reactive unexpected event responses of project stakeholders.

Index Terms— Collaboration, unexpected events, project stakeholders, mega construction projects.

B. Morkan and P. J. Holahan are with the School of Business at Stevens Institute of Technology, Hoboken, NJ 07030 USA (e-mail:bmorkan1@stevens.edu, pholahan@stevens.edu). L. M. Thomas is with the Department of Civil, Environmental and Ocean Engineering at Stevens Institute of Technology, Hoboken, NJ 07030 USA (e-mail:lthomas2@stevens.edu).

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Cite: Baris Morkan, Patricia J. Holahan, and Linda M. Thomas, " The Intersection of Collaboration Theory and Unexpected Event Management: Towards a Process Model of Project Stakeholders’ Collaboration," International Journal of Innovation, Management and Technology vol. 8, no. 6, pp. 452-459, 2017.

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