Abstract
This paper examines the coordination processes (CPs) in outsourced engineering projects by focusing on two questions: How are these processes shaped in contract-driven projects, and is there an alternative approach that improves inter-organizational control of CPs from the client perspective? In studying these questions, we compare two engineering projects, one of which implements the meetings-flow approach, abbreviated as MFA. The findings suggest that, for effective management of different organizations through various dependent project activities, the CPs require an integrated and institutionalized venue enabled by the client. CPs are shaped between clients and contractors, and they can be improved and sustained by this approach.
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