ABSTRACT
How can one mobilize relational resources when managing project teams? Many commentators (Akrich, Callon, & Latour, 1988; Midler, 1998, p. 67; Garel, 2003, p. 55) have highlighted how a project leader relies on a network of relationships, and that a project manager without an address book holds a losing hand. Midler termed this the project leader’s social competency-a recurring theme in any project management textbook. Paradoxically, this aspect has been conspicuously ignored in most project management literature (Lecoutre & Lièvre, 2010), except by Mead (2001), Huang and Newell (2003), Newell (2004), Julian (2008), and Brookes, Morton, Dainty, and Burns (2006).
