Campus Units

Management

Document Type

Article

Publication Version

Accepted Manuscript

Publication Date

2008

Journal or Book Title

Academy of Management Journal

Volume

51

Issue

6

First Page

1117

Last Page

1149

DOI

10.5465/AMJ.2008.35732606

Abstract

This study advances contingency theories of performance-outcome learning in hybrid-project systems, in which both project participants and superordinate organizations influence the formation of project ventures. We propose that performance-outcome learning depends on the perceived relevance of prior performance and on organizational control over project participants. We examine this framework using data on 239 U.S. movie projects from the years 1931-40. In keeping with our theory, higher project performance led to future collaborations with the same partners, contingent on prior collaborations, project similarity, and organizational control. Our findings imply distinct patterns of network evolution and unfolding adaptation of hybrid-project systems through slow-moving, local adjustments.

Comments

This is a manuscript of an article from Academy of Management Journal, 51(6) 2008: 1117-1149. Doi: 10.5465/AMJ.2008.35732606. Posted with permission.

Copyright Owner

Academy of Management Journal

Language

en

File Format

application/pdf