Conflict and value co-creation in project networks

The present study aims to (i) extend knowledge of the nature of conflicts and of their influence on value co-creation in project networks and (ii) contribute to the management of conflicts to enable value co-creation. This work is based on an action research methodology conducted during a five-year case study of a firm operating in the Information and Communication (IT) industry. Three dimensions of conflicts are identified: (i) types, (ii) timing and (iii) effects. An understanding of these dimensions facilitates the management of conflicts. Two levels of intervention are isolated: (i) the strategic level and (ii) the operational level. The paper offers a new understanding of conflicts that should precede their management, which is crucial to enabling project network value.