The Effect of Cooperative Network Dynamics of the Scientific Research Project on Project Performance: The Moderating Role of Project Leader’s Network Position

  •  Na Liu    
  •  Meng-bo Wang    
  •  Jian-qi Mao    


Based on the data of projects initiated from 2013 to 2015 and concluded from 2017 to 2019 supported by the Department of Management Science of the National Natural Science Foundation of China, the relevant achievements of scientific research projects are collected. This article explores the influence of the decline, expansion and stability of the cooperative network of each project team on project performance from project initiation to project closure. We also demonstrate the moderating effect of project leader’s network position in the higher-level global project cooperative network, including structural hole and degree centrality, on the relationship between project cooperative network dynamics and project performance. Results show that the decline of the project team cooperative network has a negative impact on project performance, the expansion of the project team cooperative network has an inverted U-shaped impact on project performance, and the stability of the project team cooperative network has a positive impact on project performance. At the same time, the structural hole and degree centrality of the project leaders in the higher-level global project cooperative network influence the effects of project team cooperative network dynamics on project performance. This study is of great significance to guide the construction of the project member network and improve project performance.

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