Skip to main content Accessibility help
×
Hostname: page-component-78c5997874-94fs2 Total loading time: 0 Render date: 2024-11-08T08:06:13.419Z Has data issue: false hasContentIssue false

Chapter 9 - Organizing for the Management of Projects

The Project Management Office in the Dynamics of Organizational Design

from Part II - Organizations

Published online by Cambridge University Press:  08 June 2017

Shankar Sankaran
Affiliation:
University of Technology, Sydney
Ralf Müller
Affiliation:
BI Norwegian Business School
Nathalie Drouin
Affiliation:
Université du Québec à Montréal
Get access

Summary

Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Chapter
Information
Publisher: Cambridge University Press
Print publication year: 2017

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Artto, K. A., Kulvik, I., Poskela, J., & Turkulainen, V. (2011). The integrative role of the project management office in the front end of innovation. International Journal of Project Management, 29(4), 408421.CrossRefGoogle Scholar
Aubry, M., Hobbs, B., Müller, R., & Blomquist, T. (2011). Identifying the forces driving the frequent changes in PMOs. Newtown Square, PA: Project Management Institute.Google Scholar
Aubry, M., Hobbs, B., & Thuillier, D. (2007). A new framework for understanding organisational project management through the PMO. International Journal of Project Management, 25(4), 328336.CrossRefGoogle Scholar
Aubry, M. & Lenfle, S. (2012). Projectification: Midler’s footprint in the project management field. International Journal of Managing Projects in Business, 5(4), 680694.CrossRefGoogle Scholar
Aubry, M., Richer, M.-C., & Lavoie-Tremblay, M. (2014). Governance performance in complex environment: The case of a major transformation in a university hospital. International Journal of Project Management, 32(8), 13331345.CrossRefGoogle Scholar
Aubry, M., Sicotte, H., Drouin, N., Vidot-Delerue, H., & Besner, C. (2012). Organisational Project Management as a Function within the Organisation. International Journal of Managing Projects in Business, 5(2), 180194.CrossRefGoogle Scholar
Bakker, R. M. (2010). Taking stock of temporary organizational forms: A systematic review and research agenda. International Journal of Management Reviews, 12(4), 466486.CrossRefGoogle Scholar
Bresnen, M., Goussevskaia, A., & Swan, J. (2004). Embedding new management knowledge in project- based organizations. Organization Studies, 25(9), 15351555.CrossRefGoogle Scholar
Burns, T. & Stalker, G. M. (1961). The Management of Innovation. London: Tavistock Publications Limited.Google Scholar
Burt, R. S. (1978). Cohesion versus structural equivalence as a basis for network subgroups. Sociological Methods & Research, 7(2), 189212.CrossRefGoogle Scholar
Callon, M. (1986). Some elements of a sociology of translation: Domestication of the scallops and fisherman in St-Brieuc Bay. In Law, J. (Ed.), Power, Action and Belief: A New Sociology of Knowledge, London: Routledge, 196229.Google Scholar
Cameron, R., Sankaran, S., & Scales, J. (2015). Mixed methods use in project management research. Project Management Journal, 46(2), 90104.CrossRefGoogle Scholar
Cattani, G., Ferriani, S., Frederiksen, L., & Täube, F. (Eds.). (2011). Project-Based Organizing and Strategic Management, Vol. 28. Bingley, UK: Emerald.CrossRefGoogle Scholar
Jr.Chandler, A. D. (1962). Strategy and Structure. Cambridge: MIT Press.Google Scholar
Clegg, S. (2012). The End of Bureaucracy? In Diefenbach, T. & , R. T. (Eds.), Reinventing Hierarchy and Bureaucracy: From the Bureau to Network Organizations,Vol. 35, Bingley, UK: Emerald, 5984.CrossRefGoogle Scholar
Clegg, S., Courpasson, D., & Phillips, N. (2006). Power and Organizations. London: Sage.CrossRefGoogle Scholar
Clegg, S. & Pitsis, T. (2012). Phronetic, Projects and Power Research. In Flyvbjerg, B., Landman, T., & Schram, S. (Eds.), Real Social Science: Applied Phronesis, 6694. Cambridge, UK: Cambridge University Press, 6694.CrossRefGoogle Scholar
DeFillippi, R. & Arthur, M. B. (1998). Paradox in project- based enterprise: The case of film making. California Management Review, 40(2), 125139.CrossRefGoogle Scholar
Denis, J.-L., Dompierre, G., Langley, A., & Rouleau, L. (2011). Escalating indecision: Between reification and strategic ambiguity. Organization Science, 22(1), 225244.CrossRefGoogle Scholar
Denis, J.-L., Langley, A., & Rouleau, L. (2007). Strategizing in pluralistic contexts: Rethinking theoretical frames. Human Relations, 60(1), 179215.CrossRefGoogle Scholar
DiMaggio, P. J. & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociology Review, 48(April), 147160.CrossRefGoogle Scholar
Donaldson, L. (2001). The Contingency Theory of Organizations London: Sage.CrossRefGoogle Scholar
Engwall, M. (2003). No project is an island: Linking projects to history and context. Research Policy, 32(5), 789808.CrossRefGoogle Scholar
Fenton, E. & Pettigrew, A. (2000). Theoretical perspectives in new forms of organizing. In Pettigrew, A. & Fenton, E. (Eds.), The Innovating Organization, London: SAGE, 146.Google Scholar
Floricel, S., Bonneau, C., Aubry, M., & Sergi, V. (2014). Extending project management research: Insights from social theories. International Journal of Project Management, 32(7), 10911107.CrossRefGoogle Scholar
Flyvbjerg, B. (2001). Making Social Science Matter: Why Social Inquiry Fails and How It Can Succeed Again. Cambridge, UK: Cambridge University Press.CrossRefGoogle Scholar
Galbraith, J. R. (1977). Organization Design. Reading, MA: Addison-Wesley Publishing Company.Google Scholar
Galbraith, J. R. (1995). Designing Organizations: An Executive Briefing on Strategy, Structure, and Process. San Francisco: Jossey-Bass Publishers.Google Scholar
Granovetter, M. (1992). Problems and explanation in economic sociology. In Nohria, N. & Eccles, R. G. (Eds.), Networks and Organizations, Form and Action, Boston: Harvard Business School Press, 2556.Google Scholar
Greenwood, R., & Miller, D. (2010). Tackling design anew: Getting back to the heart of organizational theory. Academy of Management Perspectives, 24(4), 7888.Google Scholar
Hedlund, G. (1994). A model of knowledge management and the N-form corporation. Strategic Management Journal, 15(special issue Summer), 7390.CrossRefGoogle Scholar
Hernes, T. (2014). A Process Theory of Organization. Oxford: Oxford University Press.CrossRefGoogle Scholar
Hobbs, B. & Aubry, M. (2008). An empirically grounded search for a typology of project management offices. Project Management Journal, 39(Supplement), S69S82.CrossRefGoogle Scholar
Hobbs, B. & Aubry, M. (2010). The Project Management Office: A Quest for Understanding. Newtown Square, PA Project Management Institute.Google Scholar
Hobbs, B. & Ménard, P. M. (1993). Organizational choices for project management. In Dinsmore, P. C. (Ed.), The Handbook of Project Management, New York: Amacom, 81108.Google Scholar
Hobday, M. (2000). The project-based organisation: An ideal form for managing complex products and systems? Research Policy, 29(7–8), 871893.CrossRefGoogle Scholar
Huemann, M. (2010). Considering human resource management when developing a project-oriented company: Case study of a telecommunication company. International Journal of Project Management, 28(4), 361369.CrossRefGoogle Scholar
Hughes, T. P. (1998). Rescuing Prometheus: Four Monumental Projects That Changed the Modern World. New York: Vintage.Google Scholar
Kopmann, J., Kock, A., Killen, C. P., & Gemunden, H. G. (2015). Business case control in project portfolios: An empirical investigation of performance consequences and moderating effects. Engineering Management, IEEE Transactions on Engineering Management, 62(4), 529543.Google Scholar
Lampel, J. & Jha, P. P. (2004). Models of project orientation in multiproject organizations. In Morris, P. W. G. & Pinto, J. K. (Eds.), The Wiley Guide to Managing Projects, Hoboken, NJ: Wiley, 223236.CrossRefGoogle Scholar
Langley, A., Smallman, C., Tsoukas, H., & Van De Ven, A. H. (2013). Process studies of change in organization and management: Unveiling temporality, activity, and flow. Academy of Management Journal, 56(1), 113.CrossRefGoogle Scholar
Larson, E. (2004). Project management structures. In Morris, P. W. G. & Pinto, J. K. (Eds.), The Wiley Guide to Managing Projects, Hoboken, NJ: Wiley.4866.CrossRefGoogle Scholar
Latour, B. (2005). Reassembling the Social: An Introduction to Actor-Network-Theory. Oxford: Oxford University Press.CrossRefGoogle Scholar
Lawrence, P. R. & Lorsch, J. W. (1967). Organization and Environment: Managing Differentiation and Integration. Boston, MA: Harvard Business School Press.Google Scholar
Lenfle, S. (2011). The strategy of parallel approaches in projects with unforeseeable uncertainty: The Manhattan case in retrospect. International Journal of Project Management, 29(4), 359373.CrossRefGoogle Scholar
Lundin, R. A. & Söderholm, A. (1995). A theory of the temporary organization. Scandinavian Journal of Management, 11(4), 437455.CrossRefGoogle Scholar
March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 7187.CrossRefGoogle Scholar
Midler, C. (1995). “Projectification” of the Firm: The Renault Case. Scandinavian Journal of Management, 11(4), 363375.CrossRefGoogle Scholar
Miles, M. B. & Huberman, A. M. (1994). Qualitative Data Analysis: A Source Book of New Methods. Beverly Hills: Sage Publications.Google Scholar
Miller, D. & Friesen, P. H. (1984). Organizations: A Quantum View. Englewood Cliffs, NJ.: Prentice-Hall.Google Scholar
Miller, R. & Hobbs, B. (2005). Governance regimes for large complex projects. Project Management Journal, 36(3), 4250.CrossRefGoogle Scholar
Miller, R. & Lessard, D. R. (2000). The Strategic Management of Large Engineering Projects Shaping Institutions, Risks, and Governance. Cambridge, MA, MIT Press.Google Scholar
Mintzberg, H. (1979). The Structuring of Organizations: A Synthesis of the Research. Englewood Cliffs, NJ: Prentice-Hall.Google Scholar
Müller, R., Glückler, J., Aubry, M., & Shao, J. (2013). Project management knowledge flows in networks of project managers and project management offices: A case study in the pharmaceutical industry. Project Management Journal, 44(2), 419.CrossRefGoogle Scholar
Müller, R. & Lecoeuvre, L. (2015). Operationalizing governance categories of projects. International Journal of Project Management, 33(1), 2940.Google Scholar
Nadler, D. A. & Tushman, M. L. (2003). Competing by Design: The Power of Organizational Architecture. New York: Oxford University Press.Google Scholar
Nayak, A. & Chia, R. (2011). Thinking Becoming and Emergence: Process Philosophy and Organization Studies. In Tsoukas, H. & Chia, R. (Eds.), Philosophy and Organization Theory, Vol. 32. Bingley, UK: Emerald, 281309.CrossRefGoogle Scholar
Patton, M. Q. (2002). Qualitative Research & Evaluation Methods. Thousand Oaks, CA: Sage Publications.Google Scholar
Pettigrew, A. M. & Fenton, E. (Eds.). (2000). The Innovating Organization. London: Sage.CrossRefGoogle Scholar
Pettigrew, A. M., Whittington, R., Melin, L., Sanchez-Runde, C., Van den Bosch, F. A. J., Ruigrok, W., & Numagami, T. (Eds.). (2003). Innovative Forms of Organizing. London: SAGE Publications.CrossRefGoogle Scholar
Pugh, D. S., Hickson, D. J., & Hinings, C. R. (1969). An empirical taxonomy of structures of work organizations. Administrative Science Quarterly, 14(1), 115126.CrossRefGoogle Scholar
Scott, B. R. (1973). The industrial state: old myths and new realities. Harvard Business Review, 51(2), 133148.Google Scholar
Shenhar, A. J. & Dvir, D. (1996). Toward a typological theory of project management. Research Policy, 25(4), 607632.CrossRefGoogle Scholar
Smith, W. K. & Lewis, M. W. (2011). Toward a theory of paradox: A dynamic equilibrium of organizing. Academy of Management Review, 36(2), 381403.Google Scholar
Söderlund, J. (2011). Pluralism in project management: Navigating the crossroads of specialization and fragmentation. International Journal of Management Reviews, 13(2), 153176.CrossRefGoogle Scholar
Turner, R. J. & Keegan, A. E. (1998). The versatile project-based organization: Governance and operational control. Paper presented at the Rotterdam Institute of Business Economic Studies, Rotterdam.Google Scholar
Unger, B. N., Kock, A., Gemünden, H. G., & Jonas, D. (2012). Enforcing strategic fit of project portfolios by project termination: An empirical study on senior management involvement. International Journal of Project Management, 30(6), 675685.CrossRefGoogle Scholar
Weber, M. (1947). The Theory of Social and Economic Organization. Glencoe, IL: The Free Press.Google Scholar
Weick, K. E. (1995). Sensemaking in Organizations. Thousand Oaks, CA: Sage.Google Scholar
Weick, K. E. (2009). Making Sense of the Organization: The Impermanent Organization, Vol. 2. Chichester, UK: Wiley.Google Scholar
Weick, K. E., Sutcliffe, K. M., & Obstfeld, D. (2005). Organizing and the process of sensemaking. Organization Science, 16(4), 409421.CrossRefGoogle Scholar
Williamson, O. E. (1975). Markets and Hierarchies: Analysis and Antitrust Implications. New York: Collier Macmillan.Google Scholar
Winch, G. M. (2014). Three domains of project organising. International Journal of Project Management, 32(5), 721731.CrossRefGoogle Scholar
Yin, R. K. (2013). Case Study Research: Design and Methods, 5th ed. Thousand Oaks, CA: Sage.Google Scholar
Zeitlin, J. (2008). The historical alternatives approach. In Jones, G. & Zeitlin, J. (Eds.), The Oxford Handbook of Business History, Oxford: Oxford University Press, 120140.Google Scholar

Save book to Kindle

To save this book to your Kindle, first ensure [email protected] is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×