Embedding new management knowledge in project-based organizations
UNSPECIFIED. (2004) Embedding new management knowledge in project-based organizations. ORGANIZATION STUDIES, 25 (9). pp. 1535-1555. ISSN 0170-8406Full text not available from this repository.
Official URL: http://dx.doi.org/10.1177/0170840604047999
The embedding of new management knowledge in project-based organization is made particularly problematic due to the attenuated links that exist between organization-wide change initiatives and project management practice. To explore the complex processes involved in change in project-based organization this paper draws upon a case study of change within the UK construction industry. Analysing the case study through the lens of structuration theory (Giddens 1984), the paper examines the complex, recursive relationship that links change in project management practice with the peculiarities of that context. The findings demonstrate that a number of features of project-based organization - namely, decentralization, short-term emphasis on project performance and distributed work practices - are critically important in understanding the shaping and embedding of new management practice.
|Item Type:||Journal Article|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management|
|Journal or Publication Title:||ORGANIZATION STUDIES|
|Publisher:||SAGE PUBLICATIONS LTD|
|Official Date:||November 2004|
|Number of Pages:||21|
|Page Range:||pp. 1535-1555|
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