Access the full text.
Sign up today, get DeepDyve free for 14 days.
G. Usher, S. Whitty (2017)
The final state convergence modelInternational Journal of Managing Projects in Business, 10
R. Katila, G. Ahuja (2002)
Something Old, Something New: A Longitudinal Study of Search Behavior and New Product IntroductionAcademy of Management Journal, 45
Henry Mintzberg (1994)
The Fall and Rise of Strategic PlanningHarvard Business Review, 72
C. Gibson (2004)
THE ANTECEDENTS , CONSEQUENCES , AND MEDIATING ROLE OF ORGANIZATIONAL AMBIDEXTERITY
D. Thomson (2011)
A pilot study of client complexity, emergent requirements and stakeholder perceptions of project successConstruction Management and Economics, 29
Mark Winter, Charles Smith, P. Morris, S. Cicmil (2006)
Directions for future research in project management: The main findings of a UK government-funded research networkInternational Journal of Project Management, 24
Sebastian Raisch, J. Birkinshaw, G. Probst, M. Tushman (2009)
Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained PerformanceOrgan. Sci., 20
D. Côté-Arsenault, D. Morrison-Beedy (1999)
Practical advice for planning and conducting focus groups.Nursing research, 48 5
Markus Hällgren (2009)
Mechanisms of deviations: observations of projects in practiceInternational Journal of Managing Projects in Business, 2
S. Cicmil, T. Cooke‐Davies, L. Crawford, K. Richardson (2009)
Exploring the Complexity of Projects: Implications of Complexity Theory for Project Management Practice
N. Turner, H. Maylor, J. Swart (2015)
Ambidexterity in projects: An intellectual capital perspectiveInternational Journal of Project Management, 33
L. Koskela, G. Ballard (2006)
Should project management be based on theories of economics or production?Building Research & Information, 34
Cynthia Grant, Azadeh Osanloo (2016)
Understanding, Selecting, and Integrating a Theoretical Framework in Dissertation Research: Creating the Blueprint for Your "House".Administrative Issues Journal, 4
C. Prahalad, V. Ramaswamy (2004)
Co‐creating unique value with customersStrategy & Leadership, 32
Sven Bertelsen, L. Koskela, G. Henrich, J. Rooke (2006)
Critical Flow – Towards a Construction Flow Theory
K. Brouthers, L. Brouthers, W. Sleeman (1999)
A Proposed Solution to the Transnational Structure Paradox
Neringa Gudiene, A. Banaitis, Nerija Banaitienė (2013)
Evaluation of critical success factors for construction projects – an empirical study in LithuaniaInternational Journal of Strategic Property Management, 17
P. Eriksson (2013)
Exploration and exploitation in project-based organizations: Development and diffusion of knowledge at different organizational levels in construction companiesInternational Journal of Project Management, 31
M. Goold, J. Quinn (1990)
The paradox of strategic controlsSouthern Medical Journal, 11
ACM Siggraph Computer Graphics, 21
J. March (1991)
Exploration and Exploitation in Organizational LearningOrganization Science, 2
Simon Collyer, C. Warren (2009)
Project management approaches for dynamic environmentsInternational Journal of Project Management, 27
A. Onwuegbuzie (2000)
Positivists, Post-Positivists, Post-Structuralists, and Post-Modernists: Why Can't We All Get Along? Towards a Framework for Unifying Research Paradigms.
Chivonne Algeo (2012)
ACTION RESEARCH IN PROJECT MANAGEMENT: AN EXAMINATION OF AUSTRALIAN PROJECT MANAGERS
R. Atkinson (1999)
Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteriaInternational Journal of Project Management, 17
(2017)
Embracing Paradox: utilizing design thinking in project management
Kathy Charmaz (2017)
Constructivist grounded theoryThe Journal of Positive Psychology, 12
R. Müller, R. Turner (2007)
The Influence of Project Managers on Project Success Criteria and Project Success by Type of ProjectEuropean Management Journal, 25
Sebastian Raisch, J. Birkinshaw (2008)
Organizational Ambidexterity: Antecedents, Outcomes, and ModeratorsJournal of Management, 34
Education, 122
C. Gibson, J. Birkinshaw (2004)
THE ANTECEDENTS, CONSEQUENCES AND MEDIATING ROLE OF ORGANIZATIONAL AMBIDEXTERITYAcademy of Management Journal, 47
C. O'Reilly, M. Tushman (2004)
The ambidextrous organization.Harvard business review, 82 4
M. Weed (2009)
Research quality considerations for grounded theory research in sport & exercise psychologyPsychology of Sport and Exercise, 10
Robert Burgelman (1983)
A Model of the Interaction of Strategic Behavior, Corporate Context, and the Concept of StrategyAcademy of Management Review, 8
G. Lynn, J. Morone, A. Paulson (1996)
Marketing and Discontinuous Innovation: The Probe and Learn ProcessCalifornia Management Review, 38
Simon Collyer, C. Warren, B. Hemsley, Chris Stevens (2010)
Aim, Fire, Aim—Project Planning Styles in Dynamic EnvironmentsProject Management Journal, 41
L. Koskela, G. Howell (2008)
The Underlying Theory of Project Management Is ObsoleteIEEE Engineering Management Review, 36
Christopher Blocker, W. Judge (2008)
Organizational Capacity for Change and Strategic Ambidexterity: Flying the Plane While Rewiring It
Stephen Leybourne, P. Sainter (2012)
Advancing Project Management: Authenticating the Shift from Process to “Nuanced” Project-Based Management in the Ambidextrous OrganizationProject Management Journal, 43
(2009)
The emergent journey of church-based program planning
Markus Hällgren, Anders Söderholm (2010)
Orchestrating deviations in global projects: Projects-as-practice observationsScandinavian Journal of Management, 26
Q. Cao, Eric Gedajlovic, Hongping Zhang (2009)
Unpacking Organizational Ambidexterity: Dimensions, Contingencies, and Synergistic EffectsOrgan. Sci., 20
Anil Gupta, Ken Smith, C. Shalley (2006)
The interplay between exploration and exploitation.Academy of Management Journal, 49
Sorin Piperca, S. Floricel (2012)
A typology of unexpected events in complex projectsInternational Journal of Managing Projects in Business, 5
H. Maylor (2001)
Beyond the Gantt chart:: Project management moving onEuropean Management Journal, 19
J. Bryson, P. Bromiley (1993)
Critical factors affecting the planning and implementation of major projectsSouthern Medical Journal, 14
W. Rose, Steven Murphy (2015)
Planned and Emergent Strategy
S. Cicmil, T. Williams, J. Thomas, D. Hodgson (2006)
Rethinking Project Management: Researching the actuality of projectsInternational Journal of Project Management, 24
C. O'Reilly, M. Tushman (2013)
Organizational Ambidexterity: Past, Present and FutureSocial Innovation eJournal
Academy of Management Perspectives, 27
S. Goldstein (1985)
ORGANIZATIONAL DUALISM AND QUALITY CIRCLESAcademy of Management Review, 10
Mary O'Connor, F. Netting (2007)
Emergent Program Planning as Competent PracticeJournal of Progressive Human Services, 18
C. Flipp (2014)
Grounded theory methods, viewed 07 March 2016
G. Usher (2014)
Rethinking project management theory: a case for a paradigm shift in the foundational theory of client-side, construction, project management
T. Chermack, W. Bodwell, Margaret Glick (2010)
Two Strategies for Leveraging Teams Toward Organizational Effectiveness: Scenario Planning and Organizational AmbidexterityAdvances in Developing Human Resources, 12
J. Quinn (1978)
Strategic Change: "Logical Incrementalism.".Sloan Management Review, 20
J. Schad, Marianne Lewis, Sebastian Raisch, Wendy Smith (2016)
Paradox Research in Management Science: Looking Back to Move ForwardThe Academy of Management Annals, 10
Batel Eshkol, Alon Eshkol (2018)
Emergent planningURBAN DESIGN International, 23
S. Kvale (1995)
The Social Construction of ValidityQualitative Inquiry, 1
Caroline Munthe, Lars Uppvall, M. Engwall, Lars Dahlén (2014)
Dealing with the Devil of Deviation: Managing Uncertainty During Product Development ExecutionInnovation & Organizational Behavior eJournal
Mark Winter, Tony Szczepanek (2008)
Projects and programmes as value creation processes: A new perspective and some practical implicationsInternational Journal of Project Management, 26
Craig Reynolds (1987)
Flocks, herds, and schools: a distributed behavioral modelSeminal graphics: pioneering efforts that shaped the field
M. Tushman, C. O'Reilly (1996)
Ambidextrous Organizations: Managing Evolutionary and Revolutionary ChangeCalifornia Management Review, 38
W. Bodwell, T. Chermack (2010)
Organizational ambidexterity: Integrating deliberate and emergent strategy with scenario planningTechnological Forecasting and Social Change, 77
Ghiyoung Im, Arun Rai (2008)
Knowledge Sharing Ambidexterity in Long-Term Interorganizational RelationshipsManag. Sci., 54
Moshe Farjoun (2010)
Beyond Dualism: Stability and Change As a DualityAcademy of Management Review, 35
José Fernández-Solís (2008)
The systemic nature of the construction industryArchitectural Engineering and Design Management, 4
G. Mills, S. Austin (2014)
Making sense of stakeholder values emergence, 4
S. Pellegrinelli, Ruth Murray-Webster, N. Turner (2015)
Facilitating organizational ambidexterity through the complementary use of projects and programsInternational Journal of Project Management, 33
K. Ueda, N. Fujii, R. Inoue (2007)
An Emergent Synthesis Approach to Simultaneous Process Planning and SchedulingCirp Annals-manufacturing Technology, 56
D. Band, G. Scanlan (1995)
Strategic control through core competenciesLong Range Planning, 28
Pantaleo Rwelamila, Neha Purushottam (2011)
Project Management Trilogy Challenges in Africa—Where to from Here?Project Management Journal, 43
O. Perminova, M. Gustafsson, Kim Wikström (2008)
Defining uncertainty in projects – a new perspectiveInternational Journal of Project Management, 26
F. Neugebauer, F. Figge, Tobias Hahn (2016)
Planned or emergent strategy making? Exploring the formation of corporate sustainability strategiesBusiness Strategy and The Environment, 25
Markus Hällgren, Eva Maaninen-Olsson (2009)
Deviations and the breakdown of project management principlesInternational Journal of Managing Projects in Business, 2
C. O'Reilly, M. Tushman (2011)
Organizational Ambidexterity in Action: How Managers Explore and ExploitCalifornia Management Review, 53
Henry Mintzberg, J. Waters (1985)
Of strategies, deliberate and emergentStrategic Management Journal, 6
G. Usher, S. Whitty (2017)
Identifying and managing Drift-changesInternational Journal of Project Management, 35
S. Clegg, João Cunha, M. Cunha (2002)
Management Paradoxes: A Relational ViewHuman Relations, 55
A. Single, W. Spurgeon (1996)
Creating and Commercializing Innovation Inside a Skunk WorksResearch-technology Management, 39
José Fernández-Solís (2013)
Building construction: A deterministic non-periodic flow – A case study of chaos theories in tracking production flowArchitectural Engineering and Design Management, 9
The purpose of this paper is to address calls from within the existing literature for a planning model that can provide both control and flexibility in dynamic environments.Design/methodology/approachThis research adopts a two-phase grounded theory methodology. Phase I tests a hypothesis through a structured online survey. Phase II tests a new planning model through a focus group and an online survey.FindingsThis research finds that client-side project managers misapply rational planning tools when managing construction projects. It also finds that the planning artefacts created in the initial stages of a project are used as a communication tool, rather than a controlling or monitoring tool. These findings provide an opportunity for new planning models, such as the (next decision node) NDN model, to be adopted. These planning tools can create new levels of transparency and accountability within the planning process – as well as provide a model which is more closely aligned with the practitioners “lived experience”.Research limitations/implicationsThe NDN model provides a foundation for further research into the micro-mechanisms of organisational ambidexterity in projects and refinement of the NDN model.Practical implicationsThis research presents a new planning model which practitioners can adopt when delivering construction projects.Originality/valueThis paper presents a new, ambidextrous planning model grounded on the “lived experience” of client-side project managers.
International Journal of Managing Projects in Business – Emerald Publishing
Published: Feb 15, 2021
Keywords: Construction; Ambidexterity; Client-side project management; Project planning
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.