Understanding response to perturbations in collaborative projects from a complex generative and adaptive systems perspective

Abstract

Continuity in collaborative projects may be affected by perturbations originated by unknown or unexpected situations. This research addresses the knowledge gap related to how teams effectively overcome disruptions in collaborative projects in order to reach resilience. The study explores the relationships amongst three interconnected constructs— equivocality, governance, and interorganizational learning— as key factors to be considered during perturbations.

A systemic perspective using the lenses of complex adaptive and generative systems (complexity theory) has been approached. Using a cross-case analysis, the research's contribution is summarized through a model that offers explanations into how a successful case (the LOCUTIOS project) overcame effectively two instances of perturbations, within a high-uncertainty context.

The model proposes two different reaction patterns, characterized by different learning behaviours (adaptive or generative), governance approaches (complementarity or substitution), and role of equivocality (driver or barrier) to knowledge exploration. Highlights of various forms of resilience within collaborative projects when unknown unknowns arise were exposed.