Going downstream in a project-based firm: Integration of distributors in the delivery of complex systems

Research on the integration of different actors in project business has centered on the upstream value chain and a project-based firm's relationship with suppliers. The downstream delivery chain also includes an integration challenge as some project-based firms use distributors to sell and deliver systems. The purpose of this paper is to highlight the importance of integrating with distributors in the delivery of complex systems. A qualitative case study was conducted in one project-based firm. Different distributor capabilities were identified and grouped into business, relational, marketing, and delivery capabilities. Different integration mechanisms were mapped at business and project levels, and divided into control-, cooperation-, and development-oriented mechanisms. The findings show that distributor capabilities related to complex system delivery develop through repetitive collaboration across projects. The stable position of distributors in the downstream value chain facilitate the use of integration mechanisms at the business level and development-oriented integration approach at the project level.