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Re-thinking the project manager's role and practice : a case study in the context of an IT department
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O'Laocha, Eamonn (2012) Re-thinking the project manager's role and practice : a case study in the context of an IT department. PhD thesis, University of Warwick.
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WRAP_THESIS_O'Laocha_2012.pdf - Submitted Version Download (2583Kb) | Preview |
Official URL: http://webcat.warwick.ac.uk/record=b2680396~S1
Abstract
This thesis explores the social construction of the project manager role and its
enactment within an organizational context. The research builds on the themes of the
Rethinking Project Management agenda in focusing on research that is about, in and for
project management practice (Winter et al. 2006b). The complex organization context
of project practice is engaged with and themes such as role legitimacy, organizational
power, organizational boundaries and the nature of project and organizational time are
explored. The importance of the influence of the professional association’s project
management model to the construction of the organizational project manager role and
enactment is investigated. The research utilizes an empirically focused treatment of
structuration theory (Giddens 1984) as a conceptual framework in addressing the social
construction of the project managers’ role and its enactment. The research was
conducted using a case study approach in which multiple instances of project managers’
practice in a shared IT organizational context were examined from the perspective of
interactions across the boundary between the projects and the organization. The case
study data was analysed and findings were generated through the iterative engagement
with the organizational phenomena, the conceptual framework and the research
questions being explored. The conclusions of the research support the Rethinking
Project Management agenda and propose a wider and more social consideration of
projects and their management that takes into account the social construction of
projects, the importance of boundary spanning activities and objects, and the social
nature of time as key elements in rethinking the role and practice of project managers.
Item Type: | Thesis (PhD) | ||||
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Subjects: | H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management | ||||
Library of Congress Subject Headings (LCSH): | Project managers, Organizational sociology | ||||
Official Date: | October 2012 | ||||
Dates: |
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Institution: | University of Warwick | ||||
Theses Department: | Warwick Business School | ||||
Thesis Type: | PhD | ||||
Publication Status: | Unpublished | ||||
Supervisor(s)/Advisor: | Merali, Yasmin; Martin, Andrew | ||||
Extent: | 333 leaves ; charts. | ||||
Language: | eng |
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