- List of Figures
- List of Tables
- List of Contributors
- Introduction: Towards the Third Wave of Project Management
- A Brief History of Project Management
- Theoretical Foundations of Project Management: Suggestions for a Pluralistic Understanding
- The Evolution of Project Management Research: The Evidence from the Journals
- Prospects for Professionalism in Project Management
- The Project Business: Analytical Framework and Research Opportunities
- Projects and Partnerships: Institutional Processes and Emergent Practices
- Project Ecologies: A Contextual View on Temporary Organizations
- The P-Form Corporation: Contingencies, Characteristics, and Challenges
- Implementing Strategy through Projects
- Program Management: An Emerging Opportunity for Research and Scholarship
- Projects and Innovation: Innovation and Projects
- Project Governance
- Over Budget, Over Time, Over and Over Again: Managing Major Projects
- Managing Risk and Uncertainty on Projects: A Cognitive Approach
- Information Management and the Management of Projects
- Shaping Projects, Building Networks
- Innovating the Practice of Normative Control in Project Management Contractual Relations
- Trust in Relational Contracting and as a Critical Organizational Attribute
- Knowledge Integration in Product Development Projects: A Contingency Framework
- Leadership And Teamwork In Dispersed Projects
- Projects-as-Practice: New Approach, New Insights
- Author Index
- Subject Index
Abstract and Keywords
This article focuses on governance and its related subset project governance. The complementary perspectives of transaction cost economics (TCE), agency theory, and organizational control are taken to develop an overview of governance in organizations, which is subsequently extended into the realm of projects and their management. Research in governance theory is reviewed, starting from the organizational level and developing towards project specific governance models. Finally an attempt is made to identify the boundaries and issues of project governance, which should be of interest for the project management-focused research community.
Ralf Müller is Associate Professor at Umeå University in Sweden and Adjunct Professor at the Norwegian School of Management BI and at SKEMA Business School in France. He lectures and researches in project leadership, project governance, and research methodologies. Prior to his academic career he was worldwide Director of Project Management at NCR Corporation's Teradata Business Unit.
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