More and more companies have expanded their activity to other countries due to globalization. Therefore, effective management of multi-national project has become an important ability for company development. Many companies choose the matrix organization as they design the organization of multi-national project, and past studies mostly focus on the design and management of matrix organization. However, the management of network relationship inside and outside the organization plays an important role for the success of project. The management of project relationship becomes more and more complex when it comes to multi-national organization. This research explores the network relationship of matrix organization within a global project. Through a representative project selected from a multi-national company, its¡¦ organization network and project management was studied. The management of network relationship inside and outside the organization includes: (1) Management between functional organization and project organization, (2) Organizational self development, (3) Stakeholder management. This research uses case study as the research methodology and studies issues concerning the project network relationship management. Network relationship related issues were identified and compared to key points indicated by literature; then the relation chart was determined accordingly. Finally, the key point for future development of project organization was suggested.

Knowledge management becomes the hot topic of business circles in recent years, more and more enterprises become interested in knowledge management, a lot of scholars are engaged in relevant research one after another too. With the fast development of information science and technology, the administrative system of knowledge is the most important part in knowledge management by enterprises, but some enterprises have found gradually , though information science and technology can help enterprises to do a good job of knowledge management , but really leading knowledge management is the members who participates in, these members include high-order executive , technical staff and user. Leadership , culture , evaluation and technology and technology that four major keys to knowledge management succeed, but because task or have different type attitude emerge at the mission on because organization of enterprise should different, for instance the stratum type organizes, flat organization , radiating type organization and matrix type organize etc., organize each unit their have two or more upper strata management units appear perhaps in matrix type especially, so but more general stratum type complicatedness that comes will come efficiently in the treatment of some tasks on the operation of organizing. So quite a lot of modern enterprises all adopt this organization method , research this mainly with view and is it is it probe into with course theory one matrix type organize enterprise during the process of channeling into knowledge management about step time organize to come to complement, Structuration of theory, times of culture and different leader classify with science and technology or other as literary composition surface that consult is it pursue difference of effect to have in leader , culture , assessment, the difficulty met and gains, do it for other reference while channeling into the management activity of knowledge in initial stage of enterprise which is similar to institutional framework . Try to complement from the view of the Structuration theory with the process theory by way of case study in this research This research adopts the law of case study and goes on, select a domestic industrial computer company listed to do for the target further investigating it, adopt a single case to design in studying the design, but carry on the collection of the materials through the interview way of the depth with the matrix type organization difference organizing, in the course of studying, three undertaking groups count 13 colleagues in researcher's interview case company altogether, duplicate the interview content to analyze for the draft word for word , understand why need information management in the case company in depth after interview? The annotation explanatory note of information management? Pursue the system of information management? Pursue the culture of information management? Pursue the present situation of personnel of information management? Pursue the science and technology and tool used of information management? Pursue the type of information management attitude? Set up those knowledge management activity? (take , take and socialize by outside inside), pursue change and result of information management? (the procedure , science and technology and structure); And use the structure of composing a piece of writing and offering now to carry on the difference analysis between different undertaking group of case company, will regard running as and will be similar to the research that enterprises pursue information management to consult relevantly in the future . This study found that the communication between managers and users is the necessarily sustained work. The communication process will influence on managers and users¡¦ cognition about KMS. This cognition will again influence on their communication behavior. Therefore, the key success factor of implementing KMS has relations with their common consensuses about the system implementation. Companies should realize the gap between managers and users¡¦ need by means of sustained communication to find the best way to develop KMS. Then, users¡¦ participation in the system implementation can increase the opportunities for managers and users¡¦ interaction. During the interaction process, they dominate the system development, and then the structure of their power will change. Therefore, the key success factor of implementing KMS has relations with their power structure. Companies should realize the structure of managers and users¡¦ power and give users more power to dominate the resource of KMS under managers¡¦ appropriate control. Besides, managers have to reveal their support by practical actions for convincing users to participate in the system implementation and then try to form a culture which is suited to the KMS implementation to sanction their behavior. Therefore, the key success factor of implementing KMS has relations with whether managers can form a culture which is suited to the KMS implementation. Companies should establish proper rules to have managers and users contribute or share knowledge during the routine work and form a culture which is suited to the KMS implementation to sanction their behavior.

Thesis (MBA (Business Management))--University of Stellenbosch, 2006. / ENGLISH ABSTRACT: Globalisation and increased communication flow in the world has increased competition tremendously over the last decade. For organisations to stay ahead of their competition it became essential to adapt quickly. Flexible low cost organisations will become leaders in the industry. Collaboration and teamwork in organisations, especially across functions, could maximise flexibility and productivity. Matrix structures were introduced in the sixties by multinational companies and by the early Seventies many other companies followed suit with mixed success. Academic interest faded after the mid Eighties. The challenge of continual, fast growing organisations is opening a debate for project management and cross-functional structures as teamwork and effective collaboration between functional departments become key to success. This study will focus on application of matrix management structures in the new millennium and project management principles applied by a literature search. The best practice model is compiled with specific application to Skorpion Zinc. Skorpion Zinc is a newly commissioned zinc mine and refinery, applying new technology to produce Special High Grade zinc. Application of this model is verified by personnel from the organisation by means of a questionnaire. Research indicates that most project orientated organisations prefer and use matrix management structures to manage their business. Successes and challenges related to crossfunctional structures are similar to those experienced in the Eighties. Implementation and management of the structure is the key to success. Selecting the correct type of matrix structure that will best support the business is vital. The study reveals that the Weak Matrix Management structure applied in the Refinery Department will enhance personnel management, project management and enable optimal utilisation of resources. In addition to the implementation of the structure focus is required in improvement of project management principles. Enabling factors to the Weak Matrix Structure that needs to be encouraged is a cooperative culture, teamwork, open and effective communication. Skorpion Zinc can use their strength of trust within departments and expand this to an interdepartmental trust. It is concluded that the study has identified the latest trends and success factors related to matrix management structures. Best practice suitable to Skorpion Zinc has been identified and verified. By applying this knowledge, the organisation can look forward to producing zinc cost effectively with a contented workforce, thus becoming a world leader in its class. / AFRIKAANSE OPSOMMING: Internasionalisering en toenemende kommunikasie vloei regoor die wereld het kompetisie geweldig laat toeneem oor die laaste dekade. Vir organisasies om kompeterend te bly het dit al belangriker geword om vinnig te kan aanpas by veranderende omstandighede. Aanpasbare, lae koste besighede sal leiers in die industrie word. Spanwerk en samewerking in organisasies, veral tussen funksionele departemente sal lei tot aanpasbaarheid van die maatskappy en produktiwiteit van werknemers. Matriks strukture was in die sestiger jare bekend gestel deur internasionale maatskappye wie se voorbeeld gevolg was deur ander maatskappye in die vroeer sewentiger jare met gemengde sukses. Akademiese belangstelling het gekwyn na die later tagtiger jare. Uitdagings van vinnig groeiende, dinamiese organisasies het opnuut debat rondom projek bestuur en matriks strukture laat opvlam as gevolg van sukses wat bereik word deur samewerking tussen funksionele departemente. Fokus van die literatuur navorsing studie sal val op die jongste toepassing van matriks organisasie strukture en projek bestuur beginsels. 'n Model van beste praktyke van toepassing op Skorpion Zinc is saamgestel. Skorpion Zinc is 'n jong sink myn en raffinadery, onlangs in gebruik gestel, wat nuutste tegnologie aanwend om Spesiale Hoe Graad sink te ontgin en produseer. Werknemers het die toepaslikheid van die model bevestig deur middel van 'n vraelys. Navorsing dui aan dat meeste projek ge-orienteerde organisasies vierkies en wend matriks strukture aan om hul besighede te bestuur. Vandag se suksesse en uitdagings verwant aan matriks strukture is baie eenders as wat ondervind was in die tagtiger jare. Implementering en bestuur van die strukture is die sleutel tot sukses. Die keuse van die matriks struktuur wat die onderneming sal ondersteun is van kardinale belang. Navorsing dui daarop dat die Afgewaterde Matriks struktuur, soos toegepas in die Produksie Afdeling, personeel bestuur, projek bestuur en optimale benutting van menslike hulpbronne sal bevorder. Dit is belangrik dat aandag toegespits word op verbetering van projek bestuur beginsels tesame met implementering van die struktuur. 'n Samewerkende kultuur, spanwerk, effektiewe en op die man af kommunikasie is ondersteunende faktore vir matriks strukture wat bevorder moet word. Die gevolgtrekking kan gemaak word dat die navorsing beste gebruike en sukses faktore van matriks bestuur uitlig. Gebruike van toepassing op Skorpion Zinc is geidentifiseer en bevestig. Deur die kennis toe te pas kan die maatskappy uitsien daarna om 'n wereld leier op sy gebied te word met lae koste sink produksie en 'n bevredigde arbeidsmag.

Theses (MBA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: Dual lines of responsibility and authority that exist in the matrix structure's approach to project management lead to conflict and power struggles between project managers and functional managers with regards to personnel and resources. Most problems associated with the matrix structure have to do with the inability of the upper managers to work out the required power sharing in the organization. Responsibility can be defined as feeling obligated to perform assigned work, while authority is the power to apply resources to carry out the work. A common problem that arises as a result of the need to share power in the matrix organization is the responsibility - authority gap that project managers face, i.e. project managers charged with the responsibility of attaining ambitious goals often lack sufficient formal authority to meet them. It is accepted that authority should be commensurate with responsibility, but feedback suggests that general managers are often reluctant to assign sufficient formal power to project managers. The objectives of this research study are to, through study of literature, investigate the characteristics of matrix organizations that create the responsibility - authority gap and its implications on the organization in order to identify certain recommendations and tools that will assist management to address responsibility and authority issue. / AFRIKAANSE OPSOMMING: Die matriks organisasie stuktuur het dubbele lyne van verantwoordelikheid en autoriteit wat dikwels lei tot konflik en mags konflik tussen die projek en funksionele betuurders met betrekking tot personeel en hulpbronne. Meeste van die probleme wat gepaardgaan met die matriks struktuur spruit voort uit die onvermoee van top bestuur om die gewenste balans van magsdeling in die organisasie te bewerkstellig. Verantwoordelikheid kan gedefinieer word as die neiging om verplig te voel om toegedeelde werk te vervul, terwyl autoriteit die mag is om die werk te kan doen. 'n Algemene probleem wat voorkom as 'n gevolg van die nood om mag te deel in die matriks organisasie, is die verantwoordelikheids - autoriteits gaping. Projekbestuurders is dikwels toegedeel met die verantwoordelikheid om ambisiuese doelwitte van projekte te bereik terwyl hulle nie die nodige autoriteit toegedeel word om die doelwitte te bereik nie. Daar word dikwels gesê dat autoriteit verantwoordelikhied moet aanvul, maar terugvoering is dat algemene bestuurders dikwels nie genee is om genoegsame formele autoritiet aan projekbestuurders toe te staan nie. Die studie se doel is om, deur literatuur studie, die elemente van die matriks organisasie wat tot die verantwoordelikheid - autoriteits gaping lei, en die impak daarvan op die organisasie te ondersoek ten einde voorstelle en aanbevelings aan projek bestuurders en algemene bestuurders voor te lê wat hulle in staat sal stel om effektiewelik die probleem te kan bestuur

Thesis (MBA)--Stellenbosch University, 2004 / ENGLISH ABSTRACT: Desert Cool is a South African manufacturing, wholesale, and retail company that markets 4x4 accessories and camping gear through its retail outlets trading as 4x4 Mega World. Desert Cool has sole import rights for well known products, like Engel fridge/freezer, ARB accessories and Old Man Emu suspensions. Desert Cool recently created its own brand name "Sunset Gear" under which it will market various 4x4 accessories and camping gear. Desert Cool has grown fast over the last two years and they are already being seen as the leading 4X4 accessories company in South Africa. Important priorities in the organisation are the development of new products, changes to current products and to satisfy customer needs. Currently these priorities are not being managed properly. Also due to fast growth in terms of sales the organisational structure has not been attended to and has fallen behind. Several projects have delivered poor results due to the wrong approach and poor management of the projects. The goal of this study is to sell the concept of matrix management and organisational structure to the management of Desert Cool, instead of keep on following the conventional functional structure. The study project examines the advantages, disadvantage and characteristics of functional as well as matrix management. It also examines and lists the criteria's on which one can select between the two organisational structures. These criteria have been used in a survey with a questionnaire to obtain top management's views. The survey resulted in the following conclusions: The questionnaire used can be divided into three sections, section 1 is an introduction to matrix management, section 2 is a selecting phase where the respondents need to select between matrix and functional management and the last section is an evaluation of the respondents' responses in the first two sections. The results indicate that the average vote for matrix management in section 1 is 94%, in section 2, 57% and in section 3, 68%. The low percentage in section 2 is not due to a low vote percentage for matrix management (received 84% of the votes), but more due to the level of preference for matrix management. The percentage votes received in section 3 is not too low, but a higher percentage was expected when compared to the 94% in section 1. The 68% also raises a concern when one looks at the results in the functional management section. The results also indicate that the average votes for functional management in section 1 is 6%, in section 2 it is 11% and in section 3 it is 54%. Due to the low score in section 1 a low score in section 2 was expected and for that matter also in section 3, but a fairly high vote came from section 3. The introduction and selecting sections (section 1 and 2) give results that are inline of what were expected, but the evaluation section (section 3) shows a different result. With a closer investigation into this result, it became clear that most of the people could not separate the matrix characteristics from the functional characteristics. This resulted that in some instances high votes were given to both the matrix and the functional characteristic that are opposed to each other. Due to limited knowledge of matrix management amongst management, we need to supply them with more clear info so that they can obtain a better understanding. A better understanding of matrix management might have resulted in a better response in section 3 of the questionnaire. Overall a good result has been obtained. To conclude, Desert Cool cc is growing at a fast rate, but their structure and management style has fallen behind. Matrix management will offer a complete management style as can be seen from the results. The basis has been laid through the survey and matrix management need to be represented in a formal way to all the people of Desert Cool. This document will contribute to understand the advantages, disadvantages, characteristics and the issues of matrix management. It also explains the role of the project manager in this structure. / AFRIKAANSE OPSOMMING: Desert Cool is 'n Suid Afrika gebaseerde maatskappy wat 4 x 4 toebehore en kamptoerusting vervaardig, groothandel en klein handel en bemark dit deur sy kleinhandeltakke, 4 x 4 Megaworld. Desert Cool het alleen invoerregte vir produkte soos Engel vries/yskaste, ARB toebehore en Old Man Emu onderstelle. Desert Cool het onlangs sy eie handelsmerk geskep, naamlik 'Sunset Gear'. Verskeie produkte word onder hierdie handelsmerk bemark. Desert Cool het baie vinnig gegroei oor die laaste twee jaar en word reeds gesien as die leier in die 4 x 4 toebehore mark in Suid-Afrika. Belangrike prioriteite binne die maatskappy is die ontwikkeling van nuwe produkte, verbeteringe aan huidige produkte en om aan kliente se behoeftes te voldoen. Huidiglik word hierdie prioriteite nie behoorlik gebestuur nie. As gevolg van die hoe groei tempo in verkope en die groot hoeveelheid aandag wat daaraan gegee is, het die ontwikkeling van die organisasie struktuur agterwee gebly. 'n Hele paar projekte het swak resultate opgelewer weens die verkeerde benadering en swak bestuur daarvan. Die doel van hierdie studie is om die konsep van matriksbestuur en -organisasie struktuur aan die bestuur van Desert Cool te verkoop, en om af te sien van die huidige funksionele organisasie struktuur. Die studieprojek ondersoek die voordele, nadele en kenmerke van funksionele- en matriksbestuur. Dit ondersoek ook die kriteria's wat gebruik kan word om te kies tussen die twee organisasie strukture. Hierdie kriteria's word dan gebruik in 'n ondersoek, in die vorm van 'n vraelys, om die opinie van die hoofbestuur te verkry. Die vraelys kan in drie afdelings opgedeel word, afdeling 1 kan beskou word as 'n inleiding tot matriksbestuur, afdeling 2 is 'n keuse fase waar die respondente 'n keuse moet maak tussen funksionele- en matriksbestuur en die laaste afdeling dien as 'n evaluasie van die respondent se antwoorde in afdeling 1 en 2. Die resultate dui daarop dat die gemiddelde stem vir matriksbestuur in die afdeling 1, 94% is, in afdeling 2, 57% is en in afdeling 3, 68% is. Die lae persentasie gemiddelde in afdeling 2, is nie as gevolg van 'n lae stem persentasie vir matriksbestuur nie (verkry 84% van stemme), maar meer as gevolg van die vlak van voorkeur vir matriksbestuur. Die persentasie stemme ontvang in afdeling 3 is nie te laag nie, maar 'n hoër persentasie is verwag wanneer daar gekyk word na die 94% wat in afdeling 1 behaal is. Die 68% is ook kommerwekend wanneer daar gekyk word na die persentasie stemme wat funksionele bestuurs in afdeling 3 (gemiddelde van 54%) behaal het. Die resultate dui dat die gemiddelde stem vir funksionele bestuur in afdeling 1, 6% is, vir afdeling 2, 11 % is en vir afdeling 3, 54% is. As gevolg van die lae telling in afdeling 1, is daar 'n lae telling in afdelings 2 en 3 verwag, maar 'n redelike hoë persentasie stemme is behaal vir funksionele bestuur in afdeling 3. Afdeling 1 (inleding) en afdeling 2 (selekteuring) lewer resultate in Iyn met wat verwag is, maar afdeling 3 (evalueering) het 'n meer teenstrydige resultaat gelewer, as dit wat verwag is. Met nadere ondersoek op die resultaat, het dit aan die lig gekom dat respondente nie kon onderskei tussen die matriks en die funksionele kenmerke van die strukture nie. Dit het daartoe gelei dat hoë stemme in sommige gevalle aan beide die teenstaande kenmerke gegee is. Die beperkte kennis wat hoofbestuur het van matrikbestuur, het bygedra tot die swak resultaat in afdeling 3. Dit is dus noodsaaklik dat hulle eers meer breedvoerig ingelig word aangaande matriksbestuur, sodat hulle dit better kan verstaan, voordat 'n evaluasie van so 'n aard gedoen word. Indien hulle matriksbestuur beter verstaan het kon dit tot 'n beter resultaat in afdeling 3 gelei het. Oor die algemeen is goeie resultate verkry. Om mee af te sluit, Desert Cool groei teen 'n hoe tempo, maar die organisasiestruktuur en bestuurstyl het agterwee gebly. Die resulate dui daarop dat matriksbestuur die mees aangewese bestuurstyl vir Desert Cool is. Die basis is gelê deur die ondersoek en nou moet matriksbestuur op 'n formele manier aan almal oorgedra word. Hierdie dokument sal bydra om die voordele, nadele en kenmerke van matriksbestuur beter te verstaan. Dit verduidelik ook die rol van die projekbestuurder in die struktuur.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: The increasing demands on modern day organisations in terms of profitability are based on enhanced effectiveness and productivity. Geratec is a specialist catering company with the elderly as target market. The operation of Geratec makes a framework for effective matrix organisation and improvement thereof a matter of utmost importance. The questionnaire that is used in this document is specifically designed according to the framework for an effective matrix organisation. The results of the questionnaire are used to compile a matrix profile for Geratec. Possible problem areas can be identified and addressed accordingly. The problem areas that were identified are as follows: • Performance management, • Remuneration and acknowledgement, • Shared goals, and • Empowerment. According to the results of the questionnaire, the latter is least present in the organisation. Empowerment must therefor be seen as a departure for the establishment of a framework for an effective matrix organisation. The recommendations and suggestions in this document strives to establish the roles of the principal shareholders, who are, • Top management, • Project managers, • Functional managers, • Team players. As concluding remark, this document created awareness at Geratec for the framework of the improvement of matrix management. The improvement of matrix management must be handled with utmost care because of inevitable resistance to change. Visible top management support is therefor of vital importance. / AFRIKAANSE OPSOMMING: Die toenemende eise wat aan moderne organisasies gestel word in terme van winsgewindheid word gebaseer op verhoogde effektiwiteit en produktiwiteit. Geratec is 'n spesialis spysenieringsmaatskappy met bejaardes as die teikenmark. Die funksionering van Geratec maak 'n raamwerk vir effektiewe matriks organisasie en die verbetering daarvan, onontbeerlik. Die vraelys wat in hierdie dokument gebruik word, is ontwerp volgens die raamwerk vir 'n effektiewe matriks organisasie. Die resultate van die vraelys word gebruik vir die samestelling van 'n matriks profiel vir Geratec. Identifikasie en regstelling van probleemareas word sodoende moontlik gemaak. Geïdentifiseerde probleemareas by Geratec is as volg: • Prestasiebestuur • Vergoeding en erkenning, • Gemeenskaplike doelwitte, en • Bemagtiging. Laasgenoemde verg volgens die resultate van die vraelys die meeste aandag. Bemagtiging moet dus as die vertrekpunt vir die daarstelling van 'n raamwerk vir 'n effektiewe matriks organisasie gesien word. Die aanbevelings en voorstelle in hierdie dokument strewe na die vestiging van die rolle van die hoof aandeelhouers, naamlik: • Topbestuur • Projekbestuurders • Funksionele bestuurders • Spanlede Ten slotte word daar deur hierdie dokument 'n bewustheid geskep by Geratec vir 'n raamwerk vir die verbetering van matriksbestuur. Die verbetering van matriksbestuur moet versigtig aangepak word as gevolg van die onvermydelike weerstand teen verandering. Waarneembare ondersteuning van Topbestuur is dus essensieel.

Background: A great part of all projects within Swedish industry are conducted in a multiprojectenvironment, which means that several projects are performed simultaneously. The research within the field of project management is though focused on single projects. Projects are highly dependent on the context in which they are conducted, although the organization of the multiprojectenvironment is only partly explored. Furthermore is the research within the project management highly concentrated on standardization of the project work. The question is whether this implies to the basic advantages with the project-oriented organization, which is flexibility and creativity? Purpose: To describe and obtain an understanding for the multiprojectenvironment regarding management control and organization. Realisation: The study is based upon a case study of development departments within three industrial companies. Results: The multiprojectenvironment can to a great extent be described with the help of Mintzbergs´ adhocracy concept. Large projects are conducted in both types of adhocracies and tend to be more structured than the smaller ones. Mutual adjustment is the central coordination mechanism within the multiprojectenvironment. The matrix organization, which has its central of gravity somewhere between the project- and the functional organization without being in balance risks to befairly vague. The multiprojectenvironment is controlled both formal and informal, formal control can though in a high extent be risky. Common belief systems and common strategy development is important within the multiprojectenvironment.

This thesis focuses on the largest Transnational MNC in the field of electrical engineering, ABB. It researches the three major changes made in the 13 years since the 1988 merger, analyzing them with respect to the four dimensions of strategy, organization, company-external and company-internal causes. After examining more closely the interaction of these four dimensions and their influence upon the company change, and looking at the underlying factors involved, the thesis investigates the following five points: 1. How can change and globalization be made to advance closely in step, and thereby produce synergy in company operations? 2. How should a company be globalized? Is there a business model or steps that should be followed? 3. How can the model of matrix organization be successfully employed to globalize the strategic targets of a company? 4. What is the key success factor for a transnational MNC? 5. How can domestic companies be transformed into transnational MNCs? Should a business model or steps be followed? The aim of this study is to suggest model and possible directions applicable to the above five points.

<p>Background: A great part of all projects within Swedish industry are conducted in a multiprojectenvironment, which means that several projects are performed simultaneously. The research within the field of project management is though focused on single projects. Projects are highly dependent on the context in which they are conducted, although the organization of the multiprojectenvironment is only partly explored. Furthermore is the research within the project management highly concentrated on standardization of the project work. The question is whether this implies to the basic advantages with the project-oriented organization, which is flexibility and creativity? </p><p>Purpose: To describe and obtain an understanding for the multiprojectenvironment regarding management control and organization. </p><p>Realisation: The study is based upon a case study of development departments within three industrial companies. </p><p>Results: The multiprojectenvironment can to a great extent be described with the help of Mintzbergs´ adhocracy concept. Large projects are conducted in both types of adhocracies and tend to be more structured than the smaller ones. Mutual adjustment is the central coordination mechanism within the multiprojectenvironment. The matrix organization, which has its central of gravity somewhere between the project- and the functional organization without being in balance risks to befairly vague. The multiprojectenvironment is controlled both formal and informal, formal control can though in a high extent be risky. Common belief systems and common strategy development is important within the multiprojectenvironment.</p>

The coopetition (simultaneous focusing on cooperation and competition) between organizations and within organizations has received increasing attention from academia and practice. However, there is no guide on how coopetition can be encouraged. I discuss in how far leadership styles (Transformational, Transactional, laissez-faire, and Autocratic) can be utilized to enable coopetition between the project manager and functional manager and between the project managers as well within a matrix organization. Analyzing 16 semistructured interviews from a company located at Kingdom of Saudi Arabia, I explain that both transformational and transactional together (mixed style) can enhance the coopetition between the managers. Finally, I conclude implications as well as thoroughfares for future research.