Developing actionable knowledge and leadership theory in project management through a collaborative research project
- Publisher:
- EURAM 2019
- Publication Type:
- Conference Proceeding
- Citation:
- 2019, pp. ? - ? (23)
- Issue Date:
- 2019-08-25
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| Filename | Description | Size | |||
|---|---|---|---|---|---|
| EURAM 2019 AR Track Paper Final.docx | Accepted Manuscript version | 72.43 kB |
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Scientific collaboration is on the rise, as reported in the literature, driven by a need to contain costs by sharing resources, advancing knowledge to innovate and the rising need to work across disciplines to deal with complex problems. Due to advances in information and communication technologies coupled with reduced travel costs scientists are also able to collaborate across geographical boundaries more easily rather than work co-located in laboratories. Social scientists are also following this trend, and an increase in collaborative research in some social science disciplines are being reported (Endersby 1996; Hunter & Leahy 2008; Lassi & Sonnenwald 2010; Wooley et al. 2015). Studies report an increase in co-authorship in articles published in management journals. Acedo, Borosso, Casanueva and Galán (2006), who reviewed co-authorship in highly ranked management journals report a ‘progressive growth in the number of coauthored papers’ (p. 979). Choudhry and Uddin (2018), who investigated collaborative research in project management, compared the co-authorship of articles in project management journals in 2006–2010 and 2011–2016 and found an increase in co-authorship in project management journals. They also found that co-authorship in scholarly articles, which is ‘the best-known measure of such collaborations’ (p. 9) resulted in ‘more citations and wider acceptability’ (p. 35) in project management research. From the literature review presented in this paper it has also been found that multi-authored articles receive more citations and increased research productivity. According to Sonnenwald (2007) they also get published in higher impact journals. Success of publications is often measured by the ranking of the journal in which they are published and by the number of citations they receive. Yet very little is known about how collaboration takes place in project management research other than a reported increase in co-authorship. This motivates us to ask the following research question: How and why is collaborative research conducted in project management research?
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