%0 Journal Article
%T Self
%A Balamurugan Soundararaj
%A Huda Almadhoob
%A Simon Addyman
%A Stephen Pryke
%A Sulafa Badi
%J Project Management Journal
%@ 1938-9507
%D 2018
%R 10.1177/875697281804900202
%X While significant importance is given to establishing formal organizational and contractual hierarchies, existing project management techniques neglect the management of self-organizing networks in large-infrastructure projects. We offer a case-specific illustration of self-organization using network theory as an investigative lens. The findings have shown that these networks exhibit a high degree of sparseness, short path lengths, and clustering in dense ˇ°functionalˇ± communities around highly connected actors, thus demonstrating the small-world topology observed in diverse real-world self-organized networks. The study underlines the need for these non-contractual functions and roles to be identified and sponsored, allowing the self-organizing network the space and capacity to evolve
%K infrastructure projects
%K team communication
%K self-organization
%K social network theory and analysis
%U https://journals.sagepub.com/doi/full/10.1177/875697281804900202