The DOI matches its Crossref record; 4 of the 4 references it cites were found in a registry or an index.
Embedding New Management Knowledge in Project-Based Organizations
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.
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Cites
Situated Learning: Legitimate Peripheral Participation
Lave, J., & Wenger, E. (1991) · Cambridge University Press eBooks · doi:10.1017/cbo9780511815355 · Cited by 35,324
The Duality of Technology: Rethinking the Concept of Technology in Organizations
Orlikowski, W. J. (1992) · Organization Science · doi:10.1287/orsc.3.3.398 · Cited by 4,957
Knowing in Practice: Enacting a Collective Capability in Distributed Organizing
Orlikowski, W. J. (2002) · Organization Science · doi:10.1287/orsc.13.3.249.2776 · Cited by 3,021
The construction industry as a loosely coupled system: implications for productivity and innovation
Dubois, A., & Gadde, L.-E. (2002) · Construction Management and Economics · doi:10.1080/01446190210163543 · Cited by 1,041
Cited by
The Interplay between Intuition and Rationality in Strategic Decision Making: A Paradox Perspective
Calabretta, G., Gemser, G., & Wijnberg, N. M. (2017) · Organization Studies · doi:10.1177/0170840616655483 · Cited by 324
“…literature on knowledge management, embedding new ideas, cognitive frames, and ways of thinking in organizations requires adaptation (i.e., translation) to the specific practices and socio-cultural context of the target organization (Bresnen, Goussevskaia, & Swan, 2004; Brown & Duguid, 2001).”
A routine dynamics lens on the stability-change dilemma in project-based organizations
Bygballe, L. E., Swärd, A., & Vaagaasar, A. L. (2021) · Project Management Journal · doi:10.1177/8756972820986660 · Cited by 20
Metadata
- Authors
- Bresnen, M., Goussevskaia, A., & Swan, J.
- Venue
- Organization Studies
- Publisher
- SAGE Publications
- Published
- 2004-11
- Volume
- 25
- Issue
- 9
- Pages
- 1535-1555
- ISSN
- 0170-8406 (ISSN-L)
- 1741-3044
- OpenAlex
- W2165355790
- Cited by
- 277
- References
- 4
- FWCI
- 33.71
- Type
- journal article
- Language
- en
- Open access
- closed
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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
