This study investigates how increased virtuality and remote participation in dispersed project environments affect inter-organizational collaboration and identifies the managerial approaches needed to adapt and maintain effective collaboration throughout the project lifecycle.
A qualitative research design was employed to explore and analyze managerial practices in virtual, inter-organizational settings. Data were collected and interpreted to understand key challenges of virtual collaboration and how managers adapt their strategies in response to reduced physical interaction and increased distance between project participants.
The study reveals that successful collaboration in virtual project environments requires recognition of the challenges posed by distance and diminished face-to-face contact. It highlights the importance of integrating these factors into project strategy and emphasizes the need for holistic planning and implementation of virtual collaboration mechanisms aligned with project goals.
This research contributes to project management literature by offering novel and topical insights into how inter-organizational collaboration can be effectively managed and facilitated in increasingly virtual project settings. It highlights the importance of adapting managerial practices to support virtual collaboration in dispersed projects.
