This paper investigates a subject of huge importance in the field of project management: conflict management in interorganizational projects. In response to the limits of prior studies, we propose to develop an integrative analysis that combines the types of conflict, the multi-stakeholders, and the dynamic nature of conflicts in interorganizational projects. We also propose to highlight the role played by conflict management. We base our analysis on a comparison of two longitudinal case studies of information systems interorganizational projects (one case of failure and one of success). Our findings show how conflict episodes between stakeholders chain over time and how one type of conflict may trigger another. Consequently, we provide an analysis helpful to project managers by highlighting the means of management that can help them transform detrimental conflict into constructive conflict.