Implementing New Management Initiatives in Project-Based Environments: The Role of Organizational Practices and Power Dynamics
Proceedings of the 39th Annual Hawaii International Conference on System Sciences (HICSS'06) (2006)
Jan. 4, 2006 to Jan. 7, 2006
Anna Goussevskaia , Warwick Business School/Fundação Dom Cabral
Harry Scarbrough , Warwick Business School
Jacky Swan , Warwick Business School
Michael Bresnen , Warwick Business School
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.
M. Bresnen, A. Goussevskaia, J. Swan and H. Scarbrough, "Implementing New Management Initiatives in Project-Based Environments: The Role of Organizational Practices and Power Dynamics," Proceedings of the 39th Annual Hawaii International Conference on System Sciences (HICSS'06)(HICSS), Kauai, Hawaii, 2006, pp. 191b.