- 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 begins by considering the institution of contract and approaches to it. It follows this with an analysis of an institutional innovation, the development of alliancing as a specific form of contract premised on a far more normative mode of control than the disciplinary mechanisms of surveillance which have traditionally been seen as more typically associated with conventional contracts. A new way of managing projects is evolving, which is reported in this article. The article also considers some of its advantages as well as some of its disadvantages.
Stewart Clegg is Research Professor and Director of Centre for Management and Organization Studies Research at the University of Technology, Sydney; Visiting Professor of Organizational Change Management, Maastricht University Faculty of Business; Visiting Professor and International Fellow in Discourse and Management Theory, Centre of Comparative Social Studies, Vrije Universiteit of Amsterdam; Visiting Professor at Copenhagen Business School and EM-Lyon. A prolific publisher in leading academic journals in social science, management, and organization theory, he is also the author and editor of many books.
Kjesti Bjørkeng is Senior Researcher at SINTEF Technology and Society and a core member of Centre for Management and Organization Studies Research at the University of Technology, Sydney. She has published her research in books and handbooks and in journals such as Management Learning and Society and Business Review. Her primary interest areas are organizational knowing and learning viewed from a practice-based perspective.
Tyrone S. Pitsis is Reader at the Faculty of Business, University Technology, Sydney, and co-director of the Centre for Management and Organization Studies. His research interest is positive psychology of organizational innovation through project-based organizing. He has several Australian Research Council grants, and has published papers in leading journals and books. His latest publication is Handbook of Organizational & Managerial Innovation (Elgar-Allen, 2008).
Access to the complete content on Oxford Handbooks Online requires a subscription or purchase. Public users are able to search the site and view the abstracts and keywords for each book and chapter without a subscription.
If you have purchased a print title that contains an access token, please see the token for information about how to register your code.