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Projectification: Midler's footprint in the project management field

Projectification: Midler's footprint in the project management field Purpose – The purpose of this paper is to revisit Christophe Midler's contribution through L'auto qui n'existait pas ( The car that did not exist ), first published in 1993. The paper summarizes and examines the main themes of the book based on current knowledge and ends with suggestions for future research opportunities. Design/methodology/approach – The paper is grounded in an in‐depth analysis of Midler's book and a one‐hour interview with him. Findings – Midler argues that projectification is not a temporary managerial fashion; quite the contrary. At Renault, he witnessed a profound industrial transformation founded on collective learning. Central to this transformation was the establishment of project management as an engine of renewal within the permanent organisation. Practical implications – Revisiting Midler's work on projectification generates new insights into understanding the current situation confronting organisations in all industries as they evolve in their approach to creativity and innovation. Originality/value – Two original facets of Midler's seminal work still influence the field of project management. First, he provided a global understanding of the creative organisation. He described, analysed and explained how an organisation reinvents itself, not only in terms of project management, but more globally, from a permanent organisation perspective. Recent research developments focus on project‐oriented organisations, program and portfolio management, organisational project management, and others. Midler's work should be more widely known and referenced for its capacity to conceptualise what simultaneously happens in multiple, concurrent, organisational terms as a project is carried out (e.g. financial, commercial, technological and career development). Second, Midler conducted a study from within an organisation for four years. In this respect, he could be seen as a precursor of recent project management research practices. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Managing Projects in Business Emerald Publishing

Projectification: Midler's footprint in the project management field

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Publisher
Emerald Publishing
Copyright
Copyright © 2012 Emerald Group Publishing Limited. All rights reserved.
ISSN
1753-8378
DOI
10.1108/17538371211268997
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to revisit Christophe Midler's contribution through L'auto qui n'existait pas ( The car that did not exist ), first published in 1993. The paper summarizes and examines the main themes of the book based on current knowledge and ends with suggestions for future research opportunities. Design/methodology/approach – The paper is grounded in an in‐depth analysis of Midler's book and a one‐hour interview with him. Findings – Midler argues that projectification is not a temporary managerial fashion; quite the contrary. At Renault, he witnessed a profound industrial transformation founded on collective learning. Central to this transformation was the establishment of project management as an engine of renewal within the permanent organisation. Practical implications – Revisiting Midler's work on projectification generates new insights into understanding the current situation confronting organisations in all industries as they evolve in their approach to creativity and innovation. Originality/value – Two original facets of Midler's seminal work still influence the field of project management. First, he provided a global understanding of the creative organisation. He described, analysed and explained how an organisation reinvents itself, not only in terms of project management, but more globally, from a permanent organisation perspective. Recent research developments focus on project‐oriented organisations, program and portfolio management, organisational project management, and others. Midler's work should be more widely known and referenced for its capacity to conceptualise what simultaneously happens in multiple, concurrent, organisational terms as a project is carried out (e.g. financial, commercial, technological and career development). Second, Midler conducted a study from within an organisation for four years. In this respect, he could be seen as a precursor of recent project management research practices.

Journal

International Journal of Managing Projects in BusinessEmerald Publishing

Published: Sep 7, 2012

Keywords: Organizational innovation; Knowledge management; Project management; Books; Projectification; Project function; Convergence; Practice turn

References