Collaborative Approach in Research Project Management

Abstract

This thesis examines how collaborative management functioned in a small multidisciplinary research project, using the "Towards Sustainable Mining in Mongolia" (ToSMM) project as a case study. The project, carried out by a 12-member team of students, professional experts, and academic supervisors, aimed to develop a localized TSM Mongolia Guidebook for engineers and mining professionals under constraints such as stakeholder availability, data access, and delayed fieldwork. Drawing on collaborative governance and project management theory, the study operationalizes collaboration through seven analytical dimensions: communication, coordination, role clarity, participation and feedback, workflow continuity, mutual support, and collaborative learning. A single-case mixed-methods design was applied, combining a survey (10 valid responses from 12 team members), five semi-structured interviews, and a review of project documents including the Project Charter and Work Breakdown Structure, with findings triangulated across sources. The results show that collaboration operated as a structured management mechanism linking formal project design with adaptive implementation. Role allocation, weekly meetings, feedback discussions, internal review, and task adjustment helped the team maintain progress during external disruption, while reciprocal learning developed among students, experts, and supervisors. The study also identifies tensions, including time pressure, hidden coordination costs, and uneven participation, indicating that effective collaboration requires continuous facilitation. Practical recommendations are offered for clear roles, structured meetings, supportive feedback, early team building, inclusive participation, and alternative workflows in future multidisciplinary research projects.