Match!

Three domains of project organising

Published on Jul 1, 2014in International Journal of Project Management
· DOI :10.1016/j.ijproman.2013.10.012
Graham Winch31
Estimated H-index: 31
(University of Manchester)
Sources
Abstract
Abstract It has become axiomatic in research on project organising that projects are temporary organisations. Yet there are a number of challenges to this axiom: research on matrix organisation, the embeddedness of projects in project ecologies, and projectification all emphasise the relationship of the project to permanent organisations. Similarly, research on project-based firms and owner organisations which are relatively permanent challenges this axiom. This paper develops a conceptual framework which defines three domains of project organising: project-based firms; projects and programmes; and owners and operators as its principal theoretical contribution. This conceptual framework draws our attention to two important new areas for future research in project organising. The first is at the interfaces between the three domains of project organising: commercial, resourcing, and governance. The second is on project organising as temporary configurations of permanent organisations in coalitions to deliver particular outputs.
  • References (126)
  • Citations (88)
📖 Papers frequently viewed together
865 Citations
450 Citations
678 Citations
78% of Scinapse members use related papers. After signing in, all features are FREE.
References126
Newest
#1James A. Evans (U of C: University of Chicago)H-Index: 23
#2Gideon Kunda (Stanford University)H-Index: 11
Last. Stephen R. Barley (TAU: Tel Aviv University)H-Index: 37
view all 3 authors...
This paper uses data from career histories of technical contractors to explore how they experience, interpret, and allocate their time and whether they take advantage of the temporal flexibility purportedly offered by contract work in the market. Technical contractors offer a unique opportunity for examining assumptions about organizations, work, and time because they are itinerant professionals who operate outside any single organizational context. We find that contractors do perceive themselve...
134 CitationsSource
#1Miia Martinsuo (TUT: Tampere University of Technology)H-Index: 23
Abstract Companies struggle with the sub-optimization and changes among their projects, even if various normative instructions and good practices have been introduced for project portfolio management. At the center of this paper is the need to understand project portfolio management in practice and in context. The purpose is to report a review on recent empirical research literature regarding project portfolio management, to draw attention to the limitations with viewing portfolio management as ...
107 CitationsSource
This paper explores how theories of the planning fallacy and the outside view may be used to conduct quality control and due diligence in project management. First, a much-neglected issue in project management is identified, namely that the front-end estimates of costs and benefits -- used in the business cases, cost-benefit analyses, and social and environmental impact assessments that typically support decisions on projects -- are typically significantly different from actual ex post costs and...
79 CitationsSource
#1David LoweH-Index: 11
4 Citations
#1Inkeri Ruuska (Aalto University)H-Index: 12
#2Tuomas Ahola (Aalto University)H-Index: 15
Last. Thomas Westerholm (Åbo Akademi University)H-Index: 1
view all 4 authors...
Abstract Project-based firms concentrate on their core capabilities outsourcing non-core activities. As project contractors increasingly use external suppliers to complement their own capability base, the importance of supplier selection is emphasized. Supplier choices should rely on accurate knowledge of the suppliers' capabilities. We examine the literature related TO supplier capabilities in collaborative, discontinuous project business. We use a qualitative, embedded single-case strategy in ...
25 CitationsSource
#1Chen-Yu Chang (UCL: University College London)H-Index: 11
Abstract This research examines the outcome of renegotiations that happened between the UK government and private investors in the Channel Tunnel Rail Link project and develops a model to formalise the evolution of bargaining power of these two parties in the contracting period. This model makes two novel contributions in the development of theoretical understanding to hold-up problems for project management: (1) the effect of financial arrangement on bargaining power balance is quantitatively e...
22 CitationsSource
#1Tuomas Ahola (Aalto University)H-Index: 15
#2Jaakko Kujala (University of Oulu)H-Index: 9
Last. Kirsi Aaltonen (Aalto University)H-Index: 14
view all 4 authors...
Abstract Project marketing research has shown that project-based firms (PBFs) can favorably differentiate themselves from their competitors by developing a strong functional position and a strong relational position in a specific market milieu. Combined, these two interrelated positions constitute the market position of a project-based firm, and inter-organizational relationships (IORs) between a PBF and other actors in the milieu play an important role in its development. Active development of ...
14 CitationsSource
#1Bent Flyvbjerg (University of Oxford)H-Index: 46
#2Niels Bruzelius (Stockholm University)H-Index: 3
Last. Werner RothengatterH-Index: 14
view all 3 authors...
7 Citations
#1Bertrand Pauget (European Business School Paris)H-Index: 2
#2Andreas Wald (European Business School Paris)H-Index: 18
Abstract Large and complex project networks are characterized by the collaboration of heterogeneous organizations and individuals. In addition to project management techniques and complementary skills, relational competence, i.e. the ability to actively create and develop collaborative relationships is an essential asset for managing project networks. Networks represent structured role systems which may be a substitute for stable organizational structures and routines. This study investigates re...
56 CitationsSource
#1Jaakko Kujala (University of Oulu)H-Index: 9
#2Tuomas Ahola (Aalto University)H-Index: 15
Last. Satu Huikuri (University of Oulu)H-Index: 1
view all 3 authors...
Project-based firms that have traditionally focused on product-centric project deliveries as their core business are increasingly complementing their deliveries with different types of service offerings to create customer specific solutions. Such deliveries frequently encompass the design and delivery of a fully operational system with additional components such as maintenance and optimization of system during its life cycle. From the perspective of customer value, solution deliveries can be div...
30 CitationsSource
Cited By88
Newest
#1Tristano Sainati (University of Leeds)H-Index: 4
#2Giorgio Locatelli (University of Leeds)H-Index: 19
view all 5 authors...
Abstract Special Purpose Vehicles (SPVs) are legal instruments, widely employed in infrastructure megaprojects. SPVs support specific transactions, including public-private partnerships and project finance. Despite the widespread use of SPVs, there is limited research concerning their importance and role for project governance. Furthermore, project studies don't distinguish between the different types of SPVs. This paper employs a grounded theory approach to understand the four types of SPVs and...
Source
#1Diyana Syafiqah Abd Razak (KUL: Kingston University)
#2Grant R. Mills (UCL: University College London)H-Index: 6
Last. Aeli Roberts (UCL: University College London)H-Index: 3
view all 3 authors...
It is recognized that projects continue to deliver operational assets that are partially defective. This article proposes this because the causes of operational failures have not been extensively a...
Source
#1Thijs Willems (SUTD: Singapore University of Technology and Design)H-Index: 2
Last. M.H. Hermans (TU Delft: Delft University of Technology)H-Index: 2
view all 5 authors...
Abstract A project's autonomy, the degree to which a project can evolve without constant interference from the parent organization, is a key feature of innovation projects. The literature treats autonomy as a passive phenomenon and underestimates how projects as temporary organizations interact with more permanent forms of organizations. A dynamic and contextually sensitive understanding of project autonomy is valuable; autonomy can change over the course of the project's lifecycle and evolve in...
Source
#1Natalya Sergeeva (UCL: University College London)H-Index: 3
#1Natalya Sergeeva (UCL: University College London)H-Index: 4
Last. Sultan Ali (UCL: University College London)
view all 2 authors...
This article explores the extent to which innovations are driven by the project management office (PMO), an internal unit within owner and operator organizations that is responsible for overall pro...
Source
#1Jos Akkermans (VU: VU University Amsterdam)H-Index: 14
#2Anne Keegan (UCD: University College Dublin)H-Index: 21
Last. Claudia Ringhofer (WU: Vienna University of Economics and Business)H-Index: 3
view all 4 authors...
Project managers experience unique careers that are not yet sufficiently understood, and more people than ever before are pursuing such careers. The research on project management and careers is th...
3 CitationsSource
#1Graham Winch (University of Manchester)H-Index: 31
#2Jonghyuk Cha (University of Westminster)
Last. Jonghyuk Cha (University of Westminster)H-Index: 2
view all 2 authors...
Abstract Many studies agree that owner organisations are important for successful project organising, but they tend to focus on particular aspects of project organising rather than providing a holistic analysis of owners as organisations. Our objective is to collect evidence of the full range of challenges public sector owners face in managing their major projects. After reviewing the literature on owner organisations, we carry out a case survey of 26 major projects to identify the principal cha...
Source
Source
#1Zhao Zhai (CSUST: Changsha University of Science and Technology)
#2Ming Shan (CSU: Central South University)H-Index: 17
Last. Yun Le (Tongji University)H-Index: 14
view all 4 authors...
Over the past two decades, project governance has attracted increasing attention from researchers and practitioners worldwide and has become an important research area of project management. However, an inclusive quantitative and systematic analysis of the state-of-the-art recently available research in this field is still missing. This study attempts to map the global research on project governance through a state-of-the-art review. A total of 285 bibliographic records were retrieved from the W...
Source
#1Ata ul Musawir (UM: University of Malaya)H-Index: 2
#2Saipol Bari Abd-Karim (UM: University of Malaya)H-Index: 2
Last. Mohd Suhaimi Mohd-Danuri (UM: University of Malaya)H-Index: 2
view all 3 authors...
Abstract Project governance is widely recognized to be among the most critical factors for successful project delivery and benefits realization. However, the literature on project governance is fragmented and, despite past efforts by researchers in the field, there is yet a lack of consensus on what project governance is and the fundamental elements it constitutes. Furthermore, although project governance occupies the prime position to ensure that projects are aligned with organizational strateg...
2 CitationsSource
#1Terry Williams (University of Hull)H-Index: 34
#2Hang Vo (University of Hull)H-Index: 1
Last. Andrew Edkins (UCL: University College London)H-Index: 9
view all 4 authors...
AbstractThis paper summarizes the results of a comprehensive systematic literature survey on the front-end of a project, commissioned by the Project Management Institute. The dedicated literature o...
2 CitationsSource