Abstract:

One of the key challenges in international project management is to create a Pareto-like equilibrium for the project's participants, both at the creation of joint social capital and at the project's success sharing. However, even the success of the project is differently perceived by each partner depending on their role in the project network and the specific knowledge gained during the implementation.

This study examines the relationship between project management performance, absorptive capacity, and project network Embeddedness assuming that the position in the project network and absorptive capacity of each project partner organization have a determinant role in the project management performance.

The research methodology employs a mixed-method approach to investigate the interplay between the three constructs. Data were collected through a survey of project managers, and the social network analysis of project teams. The sample included project team members of different types of organizations, academic and industrial, involved in R&D and/or education.

The survey contains validated measures to assess project management performance, absorptive capacity and project network embeddedness. Statistical analysis, including correlation analysis and regression modelling, is employed to analyse the data and determine the strength and significance of the relationships.

The results of the study provide evidence that project network embeddedness is positively correlated with project management performance, while absorptive capacity has a mediating role.

This study contributes to a better understanding of the relationship between project management performance and project network embeddedness and also of the important role of the project partners' absorptive capacity.

Keywords:

International project performance, project management performance, network Embeddedness, absorptive capacity, social network analysis.