Project Networks as Constellations for Value Creation

Abstract

Through an empirical study of two inter-organizational project networks in a cultural setting, this article explores how value is created in project networks. The article discusses recent theoretical developments that suggest linking value constellations and project networks. The findings focus on how value is created; this is done through identifying four key value creation activities: developing infrastructure, creating knowledge, changing minds, and managing for value capture. In light of this, two value constellations are suggested, and the service-dominant logic is applied for developing a conceptual model of value creation in project networks, including theoretical and practical implications.