Internal development project organizations are likely to have a pre-defined internal goal to optimize the use of internal resources while joint development project organizations tend to have a flexible goal to take advantage of diverse external resources. In this situation, the managerial direction multiplicity of project managers (i.e., convergent or multi-faceted directions) reflected in their organizational structures can affect the effectiveness of sourcing strategy differently. Three key structural components of project managers—project manager group size, prior interactions among project managers, and managerial authority split—were chosen to examine their impact on project market performance by two sourcing strategies. Empirical evidence from the Korean popular music (K-Pop) industry for the period 2004–2013 at the album project-level supports that project manager structures offering multi-faceted directions improve project market performance more for joint development projects, while those offering convergent directions improve performance more for internal development projects. This study highlights the importance of project manager structures in sourcing strategies by theorizing managerial direction multiplicity as a key mechanism.

中文翻译：

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通过项目经理结构进行智能采购：管理方向多元化在韩国流行音乐产业中的作用


内部开发项目组织可能有一个预定义的内部目标，以优化内部资源的使用，而联合开发项目组织往往有一个灵活的目标，以利用不同的外部资源。在这种情况下，反映在其组织结构中的项目经理的管理方向多样性（即收敛或多方面方向）可以对采购策略的有效性产生不同的影响。选择了项目经理的三个关键结构组成部分——项目经理小组规模、项目经理之间的先前互动和管理权限划分——通过两种采购策略来检查它们对项目市场绩效的影响。2004-2013 年期间韩国流行音乐 （K-Pop） 行业在专辑项目层面的经验证据支持，提供多方面方向的项目经理结构更多地提高了联合开发项目的项目市场绩效，而提供趋同方向的项目经理结构更多地提高了内部开发项目的绩效。本研究通过将管理方向多重性理论化为一种关键机制，强调了项目经理结构在采购策略中的重要性。