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2021, vol. 49, br. 4, str. 795-805
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Primena analize društvenih mreža za podršku upravljanju rizicima u ponašanju kooperativnih projekata
Applying social network analysis to support the management of cooperative project's behavioral risks
aUniversity of Beira, Interior Department of Industrial Engineering, Covilhã, Portugal bPolytechnic Institute of Lisbon, ISEL Department of Mechanical Engineering, Lisbon, Portugal + CTS Uninova, Caparica, Portugal
e-adresa: marco.nunes@tetrapak.com
Sažetak
Prema nekoliko izvora literature i zbirki praksi, efikasna saradnja (kooperacija) među organizacijama u izvođenju projekata je kritičan faktor uspeha projekta. Ipak, čini se da organizacije i dalje oklevaju da se uključe u kooperativne mreže više nego što bi se očekivalo. Glavni razlog za to - prema nekoliko izvora literature - je nedostatak efikasnih modela za podršku organizacionim kooperativnim mrežama. U ovom radu predstavljen je model koji doprinosi upravljanju organizacionim kooperativnim mrežama, modeliranjem rizika u ponašanju koji se obično javljaju kada se organizacije uključuju u kooperativne mreže radi izvođenja projekata. Predloženi model razvijen je na osnovu četiri ključna stuba ((1) upravljanje projektima, (2) upravljanje rizicima, (3) kooperativne mreže i (4) metrike centralnosti za analizu društvenih mreža), i analizira kako se četiri kritične organizacione kooperativne neformalne mreže ((1) poverenje, (2) rešavanje problema, (3) saveti i (4) komunikacija), pojavljuju i razvijaju u različitim fazama generičkog životnog ciklusa projekata. Razvoj i implementacija predloženog modela je podržana studijom slučaja.
Abstract
According to several literature sources and bodies of practices, effective cooperation between organizations in the deliver of projects is a critical success factor for project successful outcome. Nevertheless, it seems that organizations are still reluctant to engage in cooperative networks more than it would be expected. The major reason for this-according to several literature sources-is due to a lack of efficient models to support organizational cooperative networks. This work introduces a model that contributes to the management of organizational cooperative networks, by adressing behavioral risks that usually emerge as organizations engage in cooperative networks to deliver projects. The proposed model was developed based on four key pillars ((1) project management, (2) risk management, (3) cooperative networks, and (4) social network analysis centrality metrics), and will analyze how four critical organizational cooperative informal networks ((1) trust, (2) problem-solving, (3) advice, and (4) communication), emerge and evolve throughout the different phases of a generic project lifecycle. The development and implementation of the proposed model is supported by a case study.
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