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Embedding New Management Knowledge in Project-Based Organizations

Embedding New Management Knowledge in Project-Based Organizations 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Organization Studies: An international multidisciplinary journal devoted to the Studies of organizations, organizing, and the organized in and between societies SAGE

Embedding New Management Knowledge in Project-Based Organizations

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References (42)

Publisher
SAGE
Copyright
Copyright © by SAGE Publications
ISSN
0170-8406
eISSN
1741-3044
DOI
10.1177/0170840604047999
Publisher site
See Article on Publisher Site

Abstract

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.

Journal

Organization Studies: An international multidisciplinary journal devoted to the Studies of organizations, organizing, and the organized in and between societies – SAGE

Published: Nov 1, 2004

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