Implementing New Management Initiatives in Project-Based Environments: The Role of Organizational Practices and Power Dynamics

This paper aims to contribute to understanding the relationship between project-based working and wider organizational processes through a multiple case study of the implementation of new management initiatives in the construction sector. The comparative analysis of the cases allows exploring the fa...

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Bibliographic Details
Published inProceedings of the 39th Annual Hawaii International Conference on System Sciences (HICSS'06) Vol. 8; p. 191b
Main Authors Goussevskaia, A., Scarbrough, H., Swan, J., Bresnen, M.
Format Conference Proceeding
LanguageEnglish
Published IEEE 2006
Subjects
Building materials
Business
Character recognition
Construction industry
Energy management
Environmental management
Investments
Organizing
Power system management
Project management
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Summary:This paper aims to contribute to understanding the relationship between project-based working and wider organizational processes through a multiple case study of the implementation of new management initiatives in the construction sector. The comparative analysis of the cases allows exploring the factors associated with project-based working which enabled, and/or inhibited, the introduction of change initiatives. It reveals two major dimensions that influence the extent to which new organizational practices are accepted and embedded across projects. First, the degree to which the change initiative interferes with (or is seen as interfering with) project management practices and, second, the degree to which the implementation of the initiative disrupts existing power/knowledge conditions within the organization.
ISBN:0769525075
9780769525075
ISSN:1530-1605
2572-6862
DOI:10.1109/HICSS.2006.216