Organizational Enablers for Project Governance and Governmentality in Project-based Organizations

Ralf Müller, Sofia Pemsel, Jingting Shao

Publikation: Bidrag til tidsskriftTidsskriftartikelForskningpeer review

Resumé

This study identifies organizational enablers (OEs) for governance and governmentality in the realm of projects in project-based organizations (PBOs). We use a multiple case study design with six firms in Sweden and China to identify OEs. Institutional theory serves as theoretical perspective. Results show that OEs are interwoven, albeit with different strength, with the three pillars of institutional theory (regulative, normative and cultural–cognitive). OEs for project governance and governance of projects fall predominantly into the category of regulative and normative pillars, whereas OEs for governmentality belong mainly to the cultural–cognitive pillar. Collectively these OEs provide for an ambidexterity of flexibility and stability, which allows organizations to align their internal characteristics with their organizational context. Managerial and theoretical implications of the results are discussed.
OriginalsprogEngelsk
TidsskriftInternational Journal of Project Management
Vol/bind33
Udgave nummer4
Sider (fra-til)839-851
Antal sider13
ISSN0263-7863
DOI
StatusUdgivet - 2015

Emneord

  • Project governance
  • Governmentality
  • Governance of projects
  • Project-based organizations
  • Organizational enablers

Citer dette

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Organizational Enablers for Project Governance and Governmentality in Project-based Organizations. / Müller, Ralf; Pemsel, Sofia; Shao, Jingting.

I: International Journal of Project Management, Bind 33, Nr. 4, 2015, s. 839-851.

Publikation: Bidrag til tidsskriftTidsskriftartikelForskningpeer review

TY - JOUR

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AU - Müller, Ralf

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AU - Shao, Jingting

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N2 - This study identifies organizational enablers (OEs) for governance and governmentality in the realm of projects in project-based organizations (PBOs). We use a multiple case study design with six firms in Sweden and China to identify OEs. Institutional theory serves as theoretical perspective. Results show that OEs are interwoven, albeit with different strength, with the three pillars of institutional theory (regulative, normative and cultural–cognitive). OEs for project governance and governance of projects fall predominantly into the category of regulative and normative pillars, whereas OEs for governmentality belong mainly to the cultural–cognitive pillar. Collectively these OEs provide for an ambidexterity of flexibility and stability, which allows organizations to align their internal characteristics with their organizational context. Managerial and theoretical implications of the results are discussed.

AB - This study identifies organizational enablers (OEs) for governance and governmentality in the realm of projects in project-based organizations (PBOs). We use a multiple case study design with six firms in Sweden and China to identify OEs. Institutional theory serves as theoretical perspective. Results show that OEs are interwoven, albeit with different strength, with the three pillars of institutional theory (regulative, normative and cultural–cognitive). OEs for project governance and governance of projects fall predominantly into the category of regulative and normative pillars, whereas OEs for governmentality belong mainly to the cultural–cognitive pillar. Collectively these OEs provide for an ambidexterity of flexibility and stability, which allows organizations to align their internal characteristics with their organizational context. Managerial and theoretical implications of the results are discussed.

KW - Project governance

KW - Governmentality

KW - Governance of projects

KW - Project-based organizations

KW - Organizational enablers

KW - Project governance

KW - Governmentality

KW - Governance of projects

KW - Project-based organizations

KW - Organizational enablers

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