The paper evaluates the shifts in the academic discourse in the context of integration over the last two decades within project networks. To achieve our research objectives, we focus on inter-organizational project networks using a meta-analysis approach that provides a rigorous systematic review of published scientific literatures. We analyzed articles from 4 leading project management journals 81 publications in IJPM, 11 in PMJ, 5 in IJPOM, and 20 in IJMPB. An initial search involved 115 peer-reviewed articles that were published between 2000 and 2020, and 56 were selected for the review after applying the inclusion criteria. The study identified a number of integrating mechanisms in project networks such as supplier integration, integration governance, process and knowledge integration, relational integration, contractual integration, team integration, and system integration. The findings also highlighted different types of integration strategies and views on integration, as well as, the role and significance of social and technical integration to support project success. The study also recognized areas that require further study, including reviewing more accurate information on how integration strategies can be practically implemented and how this integration affects project success.
Keywords
Integration, Project Networks, Contractual Integration, Inter-Organizational, Relational Integration, Project Management, Integration Governance, Process Integration, Supplier Integration, Knowledge Integration, Systems Integration.
J. Thomas and T. Mengel, “Preparing project managers to deal with complexity – Advanced project management education,” International Journal of Project Management, vol. 26, no. 3, pp. 304–315, Apr. 2008, doi: 10.1016/j.ijproman.2008.01.001.
K. Milis and R. Mercken, “The use of the balanced scorecard for the evaluation of Information and Communication Technology projects,” International Journal of Project Management, vol. 22, no. 2, pp. 87–97, Feb. 2004, doi: 10.1016/s0263-7863(03)00060-7.
D. Milosevic and P. Patanakul, “Standardized project management may increase development projects success,” International Journal of Project Management, vol. 23, no. 3, pp. 181–192, Apr. 2005, doi: 10.1016/j.ijproman.2004.11.002.
J. Bakhshi, V. Ireland, and A. Gorod, “Clarifying the project complexity construct: Past, present and future,” International Journal of Project Management, vol. 34, no. 7, pp. 1199–1213, Oct. 2016, doi: 10.1016/j.ijproman.2016.06.002.
D. Zhang, P. Guo, and J. Zhao, “The motives system for developing project-based inter-organizational cooperation,” International Journal of Project Management, vol. 40, no. 3, pp. 167–180, Apr. 2022, doi: 10.1016/j.ijproman.2021.11.010.
S. D. Green and N. Sergeeva, “Value creation in projects: Towards a narrative perspective,” International Journal of Project Management, vol. 37, no. 5, pp. 636–651, Jul. 2019, doi: 10.1016/j.ijproman.2018.12.004.
A. Alojairi and F. Safayeni, “The dynamics of inter-node coordination in social networks: A theoretical perspective and empirical evidence,” International Journal of Project Management, vol. 30, no. 1, pp. 15–26, Jan. 2012, doi: 10.1016/j.ijproman.2011.03.007.
M. Perkmann and K. Walsh, “University–industry relationships and open innovation: Towards a research agenda,” International Journal of Management Reviews, vol. 9, no. 4, pp. 259–280, Nov. 2007, doi: 10.1111/j.1468-2370.2007.00225.x.
V. Bartsch, M. Ebers, and I. Maurer, “Learning in project-based organizations: The role of project teams’ social capital for overcoming barriers to learning,” International Journal of Project Management, vol. 31, no. 2, pp. 239–251, Feb. 2013, doi: 10.1016/j.ijproman.2012.06.009.
K. U. Koskinen, P. Pihlanto, and H. Vanharanta, “Tacit knowledge acquisition and sharing in a project work context,” International Journal of Project Management, vol. 21, no. 4, pp. 281–290, May 2003, doi: 10.1016/s0263-7863(02)00030-3.
S. Revellino, L. Cinquini, R. D’Alessio, and V. Antonelli, “Misfiring and still succeeding: Seeking success in megaprojects amidst changing regulatory environments,” International Journal of Project Management, vol. 42, no. 5, p. 102615, Jul. 2024, doi: 10.1016/j.ijproman.2024.102615.
R. Dyer, “Cultural sense-making integration into risk mitigation strategies towards megaproject success,” International Journal of Project Management, vol. 35, no. 7, pp. 1338–1349, Oct. 2017, doi: 10.1016/j.ijproman.2016.11.005.
M. Voss, “Impact of customer integration on project portfolio management and its success—Developing a conceptual framework,” International Journal of Project Management, vol. 30, no. 5, pp. 567–581, Jul. 2012, doi: 10.1016/j.ijproman.2012.01.017.
B. Audrin, E. Davoine, and F. Pichault, “Building legitimacy in flexible work projects: A study on institutional, organizational, and individual narratives,” International Journal of Project Management, vol. 42, no. 5, p. 102604, Jul. 2024, doi: 10.1016/j.ijproman.2024.102604.
S. Zhang, F. Zhang, B. Xue, D. Wang, and B. Liu, “Unpacking resilience of project organizations: A capability-based conceptualization and measurement of project resilience,” International Journal of Project Management, vol. 41, no. 8, p. 102541, Nov. 2023, doi: 10.1016/j.ijproman.2023.102541.
D. Kreutz, F. M. V. Ramos, P. Esteves Verissimo, C. Esteve Rothenberg, S. Azodolmolky, and S. Uhlig, “Software-Defined Networking: A Comprehensive Survey,” Proceedings of the IEEE, vol. 103, no. 1, pp. 14–76, Jan. 2015, doi: 10.1109/jproc.2014.2371999.
A. P. Van Der Merwe, “Project management and business development: integrating strategy, structure, processes and projects,” International Journal of Project Management, vol. 20, no. 5, pp. 401–411, Jul. 2002, doi: 10.1016/s0263-7863(01)00012-6.
J. Varajão, L. Magalhães, L. Freitas, and P. Rocha, “Success Management – From theory to practice,” International Journal of Project Management, vol. 40, no. 5, pp. 481–498, Jul. 2022, doi: 10.1016/j.ijproman.2022.04.002.
W. Heising, “The integration of ideation and project portfolio management — A key factor for sustainable success,” International Journal of Project Management, vol. 30, no. 5, pp. 582–595, Jul. 2012, doi: 10.1016/j.ijproman.2012.01.014.
A. Laufer, G. R. Denker, and A. J. Shenhar, “Simultaneous management: The key to excellence in capital projects,” International Journal of Project Management, vol. 14, no. 4, pp. 189–199, Aug. 1996, doi: 10.1016/0263-7863(95)00091-7.
P. E. Eriksson, O. Pesämaa, and J. Larsson, “Governing technical and organizational complexity through supply chain integration: A dyadic perspective on performance in infrastructure projects,” International Journal of Project Management, vol. 41, no. 4, p. 102479, May 2023, doi: 10.1016/j.ijproman.2023.102479.
M. Ståhle, T. Ahola, and M. Martinsuo, “Cross-functional integration for managing customer information flows in a project-based firm,” International Journal of Project Management, vol. 37, no. 1, pp. 145–160, Jan. 2019, doi: 10.1016/j.ijproman.2018.11.002.
V. Stingl and J. G. McClellan, “Navigating among islands of certainty: Coordinating as communicative practices of temporary organizations experiencing crisis,” International Journal of Project Management, vol. 41, no. 8, p. 102540, Nov. 2023, doi: 10.1016/j.ijproman.2023.102540.
P. S. W. Fong, “Knowledge creation in multidisciplinary project teams: an empirical study of the processes and their dynamic interrelationships,” International Journal of Project Management, vol. 21, no. 7, pp. 479–486, Oct. 2003, doi: 10.1016/s0263-7863(03)00047-4.
N. Naderpajouh, A. Zolghadr, and S. Clegg, “Organizing coopetitive tensions: Collaborative consumption in project ecologies,” International Journal of Project Management, vol. 42, no. 3, p. 102586, Apr. 2024, doi: 10.1016/j.ijproman.2024.102586.
H. J. T. Zijderveld and J. P. Kalkman, “Emergent organizing: Origins and evolution of temporary crisis response organizations,” International Journal of Project Management, vol. 41, no. 5, p. 102496, Jul. 2023, doi: 10.1016/j.ijproman.2023.102496.
I. Ojansivu and K. Alajoutsijärvi, “Inside service-intensive projects: Analyzing inbuilt tensions,” International Journal of Project Management, vol. 33, no. 4, pp. 901–916, May 2015, doi: 10.1016/j.ijproman.2014.11.001.
L. Lee-Kelley and D. Blackman, “Project training evaluation: Reshaping boundary objects and assumptions,” International Journal of Project Management, vol. 30, no. 1, pp. 73–82, Jan. 2012, doi: 10.1016/j.ijproman.2011.02.010.
R. Leiringer and S. Zhang, “Organisational capabilities and project organising research,” International Journal of Project Management, vol. 39, no. 5, pp. 422–436, Jul. 2021, doi: 10.1016/j.ijproman.2021.02.003.
A. Sharma and A. Gupta, “Impact of organisational climate and demographics on project specific risks in context to Indian software industry,” International Journal of Project Management, vol. 30, no. 2, pp. 176–187, Feb. 2012, doi: 10.1016/j.ijproman.2011.05.003.
W. Aarseth, T. Ahola, K. Aaltonen, A. Økland, and B. Andersen, “Project sustainability strategies: A systematic literature review,” International Journal of Project Management, vol. 35, no. 6, pp. 1071–1083, Aug. 2017, doi: 10.1016/j.ijproman.2016.11.006.
P. Svejvig and P. Andersen, “Rethinking project management: A structured literature review with a critical look at the brave new world,” International Journal of Project Management, vol. 33, no. 2, pp. 278–290, Feb. 2015, doi: 10.1016/j.ijproman.2014.06.004.
R. Iftikhar and N. Sergeeva, “Crafting and maintaining organizational identity narrative in a temporary organization: The case of Tideway megaproject,” International Journal of Project Management, vol. 42, no. 4, p. 102593, May 2024, doi: 10.1016/j.ijproman.2024.102593.
A. M. T. Thomé, L. F. Scavarda, A. Scavarda, and F. E. S. de S. Thomé, “Similarities and contrasts of complexity, uncertainty, risks, and resilience in supply chains and temporary multi-organization projects,” International Journal of Project Management, vol. 34, no. 7, pp. 1328–1346, Oct. 2016, doi: 10.1016/j.ijproman.2015.10.012.
M. Oraee, M. R. Hosseini, E. Papadonikolaki, R. Palliyaguru, and M. Arashpour, “Collaboration in BIM-based construction networks: A bibliometric-qualitative literature review,” International Journal of Project Management, vol. 35, no. 7, pp. 1288–1301, Oct. 2017, doi: 10.1016/j.ijproman.2017.07.001.
A. M. Wiewiora and P. J. O’Connor, “Not all project ambiguity is equal: A typology of project ambiguity and implications for its management,” International Journal of Project Management, vol. 40, no. 8, pp. 921–933, Nov. 2022, doi: 10.1016/j.ijproman.2022.10.005.
L. Vuorinen and M. Martinsuo, “Value-oriented stakeholder influence on infrastructure projects,” International Journal of Project Management, vol. 37, no. 5, pp. 750–766, Jul. 2019, doi: 10.1016/j.ijproman.2018.10.003.
Q. He, G. Wang, L. Luo, Q. Shi, J. Xie, and X. Meng, “Mapping the managerial areas of Building Information Modeling (BIM) using scientometric analysis,” International Journal of Project Management, vol. 35, no. 4, pp. 670–685, May 2017, doi: 10.1016/j.ijproman.2016.08.001.
J. Song, L. Song, H. Liu, Z. Feng, and R. Müller, “Rethinking project governance: Incorporating contextual and practice-based views,” International Journal of Project Management, vol. 40, no. 4, pp. 332–346, May 2022, doi: 10.1016/j.ijproman.2022.04.004.
Y. Li, Y. Lu, J. E. Taylor, and Y. Han, “Bibliographic and comparative analyses to explore emerging classic texts in megaproject management,” International Journal of Project Management, vol. 36, no. 2, pp. 342–361, Feb. 2018, doi: 10.1016/j.ijproman.2017.05.008.
A. J. Gilbert Silvius, M. Kampinga, S. Paniagua, and H. Mooi, “Considering sustainability in project management decision making; An investigation using Q-methodology,” International Journal of Project Management, vol. 35, no. 6, pp. 1133–1150, Aug. 2017, doi: 10.1016/j.ijproman.2017.01.011.
J. vom Brocke and S. Lippe, “Managing collaborative research projects: A synthesis of project management literature and directives for future research,” International Journal of Project Management, vol. 33, no. 5, pp. 1022–1039, Jul. 2015, doi: 10.1016/j.ijproman.2015.02.001.
R. Miković, D. Petrović, M. Mihić, V. Obradović, and M. Todorović, “The integration of social capital and knowledge management – The key challenge for international development and cooperation projects of nonprofit organizations,” International Journal of Project Management, vol. 38, no. 8, pp. 515–533, Nov. 2020, doi: 10.1016/j.ijproman.2020.07.006.
F. Anglani, S. Pennetta, C. Reaiche, and S. Boyle, “Crossing digital frontiers with cultural intelligence - a new paradigm for project managers,” International Journal of Project Management, vol. 41, no. 8, p. 102543, Nov. 2023, doi: 10.1016/j.ijproman.2023.102543.
M. Lopes and R. Flavell, “Project appraisal—a framework to assess non-financial aspects of projects during the project life cycle,” International Journal of Project Management, vol. 16, no. 4, pp. 223–233, Aug. 1998, doi: 10.1016/s0263-7863(97)00055-0.
G. Wang, Q. He, X. Meng, G. Locatelli, T. Yu, and X. Yan, “Exploring the impact of megaproject environmental responsibility on organizational citizenship behaviors for the environment: A social identity perspective,” International Journal of Project Management, vol. 35, no. 7, pp. 1402–1414, Oct. 2017, doi: 10.1016/j.ijproman.2017.04.008.
A. Jaafari and K. Manivong, “Towards a smart project management information system,” International Journal of Project Management, vol. 16, no. 4, pp. 249–265, Aug. 1998, doi: 10.1016/s0263-7863(97)00037-9.
G. Locatelli, M. Mancini, and E. Romano, “Systems Engineering to improve the governance in complex project environments,” International Journal of Project Management, vol. 32, no. 8, pp. 1395–1410, Nov. 2014, doi: 10.1016/j.ijproman.2013.10.007.
E. Hetemi, A. van Marrewijk, A. Jerbrant, and M. Bosch-Rekveldt, “The recursive interaction of institutional fields and managerial legitimation in large-scale projects,” International Journal of Project Management, vol. 39, no. 3, pp. 295–307, Apr. 2021, doi: 10.1016/j.ijproman.2020.11.004.
M. Malherbe, “Cooperating in interorganizational innovation projects: Toward a better understanding of coupling with the permanent ecosystem,” International Journal of Project Management, vol. 40, no. 8, pp. 871–885, Nov. 2022, doi: 10.1016/j.ijproman.2022.10.002.
N. Xia, P. X. W. Zou, M. A. Griffin, X. Wang, and R. Zhong, “Towards integrating construction risk management and stakeholder management: A systematic literature review and future research agendas,” International Journal of Project Management, vol. 36, no. 5, pp. 701–715, Jul. 2018, doi: 10.1016/j.ijproman.2018.03.006.
J. D. Strain and D. A. Preece, “Project management and the integration of human factors in military system procurement,” International Journal of Project Management, vol. 17, no. 5, pp. 283–292, Oct. 1999, doi: 10.1016/s0263-7863(98)00044-1.
M. Biygautane, C. Neesham, and K. O. Al-Yahya, “Institutional entrepreneurship and infrastructure public-private partnership (PPP): Unpacking the role of social actors in implementing PPP projects,” International Journal of Project Management, vol. 37, no. 1, pp. 192–219, Jan. 2019, doi: 10.1016/j.ijproman.2018.12.005.
L. X. Liu, S. Clegg, and J. Pollack, “Power relations in the finance of infrastructure public-private partnership projects,” International Journal of Project Management, vol. 40, no. 7, pp. 725–740, Oct. 2022, doi: 10.1016/j.ijproman.2022.08.002.
B. B. M. Keers and P. C. van Fenema, “Managing risks in public-private partnership formation projects,” International Journal of Project Management, vol. 36, no. 6, pp. 861–875, Aug. 2018, doi: 10.1016/j.ijproman.2018.05.001.
A. Nikulina, L. Volker, and M. Bosch-Rekveldt, “The interplay of formal integrative mechanisms and relational norms in project collaboration,” International Journal of Project Management, vol. 40, no. 7, pp. 798–812, Oct. 2022, doi: 10.1016/j.ijproman.2022.08.006.
S. Missonier and S. Loufrani-Fedida, “Stakeholder analysis and engagement in projects: From stakeholder relational perspective to stakeholder relational ontology,” International Journal of Project Management, vol. 32, no. 7, pp. 1108–1122, Oct. 2014, doi: 10.1016/j.ijproman.2014.02.010.
O. P. Sanchez, M. A. Terlizzi, and H. R. de O. C. de Moraes, “Cost and time project management success factors for information systems development projects,” International Journal of Project Management, vol. 35, no. 8, pp. 1608–1626, Nov. 2017, doi: 10.1016/j.ijproman.2017.09.007.
M. R. Lee, “E-ethical leadership for virtual project teams,” International Journal of Project Management, vol. 27, no. 5, pp. 456–463, Jul. 2009, doi: 10.1016/j.ijproman.2008.05.012.
A. L. Leal-Rodríguez, J. L. Roldán, J. A. Ariza-Montes, and A. Leal-Millán, “From potential absorptive capacity to innovation outcomes in project teams: The conditional mediating role of the realized absorptive capacity in a relational learning context,” International Journal of Project Management, vol. 32, no. 6, pp. 894–907, Aug. 2014, doi: 10.1016/j.ijproman.2014.01.005.
A. ul Musawir, C. E. M. Serra, O. Zwikael, and I. Ali, “Project governance, benefit management, and project success: Towards a framework for supporting organizational strategy implementation,” International Journal of Project Management, vol. 35, no. 8, pp. 1658–1672, Nov. 2017, doi: 10.1016/j.ijproman.2017.07.007.
S. Mollaoglu, A. Sparkling, and S. Thomas, “An Inquiry to Move an Underutilized Best Practice Forward: Barriers to Partnering in the Architecture, Engineering, and Construction Industry,” Project Management Journal, vol. 46, no. 1, pp. 69–83, Feb. 2015, doi: 10.1002/pmj.21469.
T. M. Rose and K. Manley, “Financial Incentives and Advanced Construction Procurement Systems,” Project Management Journal, vol. 41, no. 1, pp. 40–50, Mar. 2010, doi: 10.1002/pmj.20145.
J. Whyte, “How Digital Information Transforms Project Delivery Models,” Project Management Journal, vol. 50, no. 2, pp. 177–194, Feb. 2019, doi: 10.1177/8756972818823304.
J.-S. Chou and J.-G. Yang, “Project Management Knowledge and Effects on Construction Project Outcomes: An Empirical Study,” Project Management Journal, vol. 43, no. 5, pp. 47–67, Oct. 2012, doi: 10.1002/pmj.21293.
A. A. Tabassi, K. M. Roufechaei, A. H. A. Bakar, and N. Yusof, “Linking Team Condition and Team Performance: A Transformational Leadership Approach,” Project Management Journal, vol. 48, no. 2, pp. 22–38, Apr. 2017, doi: 10.1177/875697281704800203.
M. Hofman, G. Grela, and M. Oronowicz, “Impact of Shared Leadership Quality on Agile Team Productivity and Project Results,” Project Management Journal, vol. 54, no. 3, pp. 285–305, Mar. 2023, doi: 10.1177/87569728221150436.
B. Hobbs and Y. Petit, “Agile Methods on Large Projects in Large Organizations,” Project Management Journal, vol. 48, no. 3, pp. 3–19, Jun. 2017, doi: 10.1177/875697281704800301.
M. Lecoutre and P. Lièvre, “Mobilizing Social Networks Beyond Project Team Frontiers: The Case of Polar Expeditions,” Project Management Journal, vol. 41, no. 3, pp. 57–68, Jun. 2010, doi: 10.1002/pmj.20186.
J. B. H. Yap, M. Skitmore, J. Gray, and K. Shavarebi, “Systemic View to Understanding Design Change Causation and Exploitation of Communications and Knowledge,” Project Management Journal, vol. 50, no. 3, pp. 288–305, Mar. 2019, doi: 10.1177/8756972819829641.
M. Suprapto, H. L. M. Bakker, H. G. Mooi, and W. Moree, “Sorting out the essence of owner–contractor collaboration in capital project delivery,” International Journal of Project Management, vol. 33, no. 3, pp. 664–683, Apr. 2015, doi: 10.1016/j.ijproman.2014.05.001.
A. Wu, Z. Wang, and S. Chen, “Impact of specific investments, governance mechanisms and behaviors on the performance of cooperative innovation projects,” International Journal of Project Management, vol. 35, no. 3, pp. 504–515, Apr. 2017, doi: 10.1016/j.ijproman.2016.12.005.
M. Vaez-Alaei, I. Deniaud, F. Marmier, R. Cowan, and D. Gourc, “How partners’ knowledge base and complexity are related to innovative project success: The roles of trust and trust capability of partners,” International Journal of Project Management, vol. 42, no. 1, p. 102557, Jan. 2024, doi: 10.1016/j.ijproman.2023.102557.
D. Aloini, R. Dulmin, V. Mininno, and S. Ponticelli, “Key antecedents and practices for Supply Chain Management adoption in project contexts,” International Journal of Project Management, vol. 33, no. 6, pp. 1301–1316, Aug. 2015, doi: 10.1016/j.ijproman.2015.03.013.
J. B. H. Yap, H. Abdul-Rahman, and W. Chen, “Collaborative model: Managing design changes with reusable project experiences through project learning and effective communication,” International Journal of Project Management, vol. 35, no. 7, pp. 1253–1271, Oct. 2017, doi: 10.1016/j.ijproman.2017.04.010.
C. Sauer and B. H. Reich, “Rethinking IT project management: Evidence of a new mindset and its implications,” International Journal of Project Management, vol. 27, no. 2, pp. 182–193, Feb. 2009, doi: 10.1016/j.ijproman.2008.08.003.
M. G. Kaiser, F. El Arbi, and F. Ahlemann, “Successful project portfolio management beyond project selection techniques: Understanding the role of structural alignment,” International Journal of Project Management, vol. 33, no. 1, pp. 126–139, Jan. 2015, doi: 10.1016/j.ijproman.2014.03.002.
L. Lin, R. Müller, F. Zhu, and H. Liu, “Choosing suitable project control modes to improve the knowledge integration under different uncertainties,” International Journal of Project Management, vol. 37, no. 7, pp. 896–911, Oct. 2019, doi: 10.1016/j.ijproman.2019.07.002.
S. Klessova, C. Thomas, and S. Engell, “Structuring inter-organizational R&D projects: Towards a better understanding of the project architecture as an interplay between activity coordination and knowledge integration,” International Journal of Project Management, vol. 38, no. 5, pp. 291–306, Jul. 2020, doi: 10.1016/j.ijproman.2020.06.008.
H. Lehtimäki, A. Jokinen, and J. Pitkänen, “Project-based practices for promoting a sustainability transition in a city organization and its urban context,” International Journal of Project Management, vol. 41, no. 7, p. 102516, Oct. 2023, doi: 10.1016/j.ijproman.2023.102516.
J. C. Huang and S. Newell, “Knowledge integration processes and dynamics within the context of cross-functional projects,” International Journal of Project Management, vol. 21, no. 3, pp. 167–176, Apr. 2003, doi: 10.1016/s0263-7863(02)00091-1.
J. Pollack, C. Biesenthal, S. Sankaran, and S. Clegg, “Classics in megaproject management: A structured analysis of three major works,” International Journal of Project Management, vol. 36, no. 2, pp. 372–384, Feb. 2018, doi: 10.1016/j.ijproman.2017.01.003.
K. Muruganandan, A. Davies, J. Denicol, and J. Whyte, “The dynamics of systems integration: Balancing stability and change on London’s Crossrail project,” International Journal of Project Management, vol. 40, no. 6, pp. 608–623, Aug. 2022, doi: 10.1016/j.ijproman.2022.03.007.
J. P. Kalkman and E. J. de Waard, “Inter-organizational disaster management projects: Finding the middle way between trust and control,” International Journal of Project Management, vol. 35, no. 5, pp. 889–899, Jul. 2017, doi: 10.1016/j.ijproman.2016.09.013.
K. Momeni and M. Martinsuo, “Integrating services into solution offerings in the sales work of project-based firms,” International Journal of Project Management, vol. 37, no. 8, pp. 956–967, Nov. 2019, doi: 10.1016/j.ijproman.2019.09.004.
C. Kier, K. Aaltonen, J. Whyte, and M. Huemann, “How projects co-create value with stakeholders: The role of ideology and inquiry in spanning the temporary-permanent boundary,” International Journal of Project Management, vol. 41, no. 5, p. 102482, Jul. 2023, doi: 10.1016/j.ijproman.2023.102482.
R. Picciotto, “Towards a ‘New Project Management’ movement? An international development perspective,” International Journal of Project Management, vol. 38, no. 8, pp. 474–485, Nov. 2020, doi: 10.1016/j.ijproman.2019.08.002.
C. Pilbeam, “Coordinating temporary organizations in international development through social and temporal embeddedness,” International Journal of Project Management, vol. 31, no. 2, pp. 190–199, Feb. 2013, doi: 10.1016/j.ijproman.2012.06.004.
M. Martinsuo and T. Ahola, “Supplier integration in complex delivery projects: Comparison between different buyer–supplier relationships,” International Journal of Project Management, vol. 28, no. 2, pp. 107–116, Feb. 2010, doi: 10.1016/j.ijproman.2009.09.004.
T. Ahola, M. Vuori, and E. Viitamo, “Sharing the burden of integration: An activity-based view to integrated solutions provisioning,” International Journal of Project Management, vol. 35, no. 6, pp. 1006–1021, Aug. 2017, doi: 10.1016/j.ijproman.2017.05.002.
A. R. Dwicahyani, E. Kholisoh, C. N. Rosyidi, P. W. Laksono, and W. A. Jauhari, “Inventory model optimisation for a closed-loop retailer-manufacturer-supplier system with imperfect production, reworks and quality dependent return rate,” International Journal of Services and Operations Management, vol. 35, no. 4, p. 528, 2020, doi: 10.1504/ijsom.2020.105913.
R. Sahu, A. Kumar, and M. K. Dash, “A framework for evaluating the status of supply chain integration,” International Journal of Services and Operations Management, vol. 28, no. 2, p. 204, 2017, doi: 10.1504/ijsom.2017.086311.
M. F. Sorkun, “Contrary evidence: product modularity and supplier integration,” International Journal of Integrated Supply Management, vol. 10, no. 3/4, p. 283, 2016, doi: 10.1504/ijism.2016.10002258.
F. Ali and H. Haapasalo, “Analysing the stakeholder networks in collaborative project using network theory: implications for coordination and control,” International Journal of Project Organisation and Management, vol. 16, no. 1, pp. 46–74, 2024, doi: 10.1504/ijpom.2024.136265.
L. Saukko, K. Aaltonen, and H. Haapasalo, “Inter-organisational project network integration: a systematic literature review,” International Journal of Project Organisation and Management, vol. 11, no. 4, p. 287, 2019, doi: 10.1504/ijpom.2019.104180.
J. Liinamaa and M. Gustafsson, “Integrating the customer as part of systems integration,” International Journal of Managing Projects in Business, vol. 3, no. 2, pp. 197–215, Apr. 2010, doi: 10.1108/17538371011036545.
W. Fernandez, G. Klein, J. Jiang, and R. M. Khan, “Integration networks in IT-enabled transformation programs,” International Journal of Managing Projects in Business, vol. 15, no. 6, pp. 913–937, Jun. 2022, doi: 10.1108/ijmpb-07-2021-0183.
L. Saukko, K. Aaltonen, and H. Haapasalo, “Defining integration capability dimensions and creating a corresponding self-assessment model for inter-organizational projects,” International Journal of Managing Projects in Business, vol. 15, no. 8, pp. 77–110, May 2022, doi: 10.1108/ijmpb-04-2021-0085.
F. Brones, E. Zancul, and M. M. Carvalho, “Insider action research towards companywide sustainable product innovation: ecodesign transition framework,” International Journal of Managing Projects in Business, vol. 14, no. 1, pp. 150–178, Nov. 2020, doi: 10.1108/ijmpb-02-2020-0043.
M. M. Martinsuo, L. Vuorinen, and C. Killen, “Lifecycle-oriented framing of value at the front end of infrastructure projects,” International Journal of Managing Projects in Business, vol. 12, no. 3, pp. 617–643, Sep. 2019, doi: 10.1108/ijmpb-09-2018-0172.
N. Agarchand and B. Laishram, “Sustainable infrastructure development challenges through PPP procurement process,” International Journal of Managing Projects in Business, vol. 10, no. 3, pp. 642–662, Jun. 2017, doi: 10.1108/ijmpb-10-2016-0078.
J. Staadt, “Redesigning a project‐oriented organization in a complex system,” International Journal of Managing Projects in Business, vol. 5, no. 1, pp. 51–66, Jan. 2012, doi: 10.1108/17538371211192892.
W. Mainga, “Examining project learning, project management competencies, and project efficiency in project-based firms (PBFs),” International Journal of Managing Projects in Business, vol. 10, no. 3, pp. 454–504, Jun. 2017, doi: 10.1108/ijmpb-04-2016-0035.
A. G. M. Nachbagauer and I. Schirl-Boeck, “Managing the unexpected in megaprojects: riding the waves of resilience,” International Journal of Managing Projects in Business, vol. 12, no. 3, pp. 694–715, Sep. 2019, doi: 10.1108/ijmpb-08-2018-0169.
M. A. Saeed, Y. Jiao, M. M. Zahid, H. Tabassum, and S. Nauman, “Organizational flexibility and project portfolio performance: the roles of innovation, absorptive capacity and environmental dynamism,” International Journal of Managing Projects in Business, vol. 14, no. 3, pp. 600–624, Aug. 2020, doi: 10.1108/ijmpb-02-2020-0058.
S. M. Badi and S. D. Pryke, “Assessing the quality of collaboration towards the achievement of Sustainable Energy Innovation in PFI school projects,” International Journal of Managing Projects in Business, vol. 8, no. 3, pp. 408–440, Jun. 2015, doi: 10.1108/ijmpb-09-2014-0060.
E. Princes and A. Said, “The impacts of project complexity, trust in leader, performance readiness and situational leadership on financial sustainability,” International Journal of Managing Projects in Business, vol. 15, no. 4, pp. 619–644, Feb. 2022, doi: 10.1108/ijmpb-03-2021-0082.
C. P. Killen, S. Sankaran, M. Knapp, and C. Stevens, “Embracing paradox and contingency: integration mechanisms for ambidextrous innovation portfolio management,” International Journal of Managing Projects in Business, vol. 16, no. 6/7, pp. 743–766, Oct. 2023, doi: 10.1108/ijmpb-04-2023-0082.
M. Turner and H. Lingard, “Improving workers’ health in project-based work: job security considerations,” International Journal of Managing Projects in Business, vol. 9, no. 3, pp. 606–623, Jun. 2016, doi: 10.1108/ijmpb-08-2015-0070.
M. Mehrabioun Mohammadi, “Toward an enhanced methodology to mitigate challenges of applying participatory action research in managing innovation projects,” International Journal of Managing Projects in Business, vol. 17, no. 1, pp. 77–125, Jan. 2024, doi: 10.1108/ijmpb-01-2023-0024.
H. Benedetto, M. M. e S. Bernardes, and D. Vieira, “Proposed framework for estimating effort in design projects,” International Journal of Managing Projects in Business, vol. 11, no. 2, pp. 257–274, Apr. 2018, doi: 10.1108/ijmpb-03-2017-0022.
K.-P. Tampio, H. Haapasalo, and J. Lehtinen, “The client’s essential stakeholder collaboration activities at the front-end phase of a hospital construction project,” International Journal of Managing Projects in Business, vol. 16, no. 8, pp. 182–207, Jul. 2023, doi: 10.1108/ijmpb-12-2022-0278.
Y. J.-T. Zidane and N. O. E. Olsson, “Defining project efficiency, effectiveness and efficacy,” International Journal of Managing Projects in Business, vol. 10, no. 3, pp. 621–641, Jun. 2017, doi: 10.1108/ijmpb-10-2016-0085.
S. Cronholm and H. Göbel, “Action design research: integration of method support,” International Journal of Managing Projects in Business, vol. 15, no. 8, pp. 19–47, May 2022, doi: 10.1108/ijmpb-07-2021-0196.
B. Hartono, “From project risk to complexity analysis: a systematic classification,” International Journal of Managing Projects in Business, vol. 11, no. 3, pp. 734–760, Apr. 2018, doi: 10.1108/ijmpb-09-2017-0108.
CRediT Author Statement
The author reviewed the results and approved the final version of the manuscript.
Acknowledgements
Author(s) thanks to Tsinghua University for research lab and equipment support.
Funding
No funding was received to assist with the preparation of this manuscript.
Ethics declarations
Conflict of interest
The authors have no conflicts of interest to declare that are relevant to the content of this article.
Availability of data and materials
No data available for above study.
Author information
Contributions
All authors have equal contribution in the paper and all authors have read and agreed to the published version of the manuscript.
Open Access This article is licensed under a Creative Commons Attribution NoDerivs is a more restrictive license. It allows you to redistribute the material commercially or non-commercially but the user cannot make any changes whatsoever to the original, i.e. no derivatives of the original work. To view a copy of this license, visit https://creativecommons.org/licenses/by-nc-nd/4.0/
Cite this article
Yang Lei, “A Systematic Literature Review of Systems Integration and Management in Project Networks”, Journal of Enterprise and Business Intelligence, vol.5, no.4, pp. 198-210, October 2025. doi: 10.53759/5181/JEBI202505020.
