Abstract and Keywords
This article aims to explore the contribution that an understanding of institutional context and institutional processes can make to understanding the development and change of project management processes and practices—specifically those concerned with improving collaboration on projects. To date, there have been relatively few attempts made to apply institutional theory to try to understand the development of collaboration in the peculiar multi-organizational context of complex projects. Given tendencies towards institutional fragmentation, there can be immense value in trying to understand the ways in which new management practices that promote collaboration are diffused and legitimized within project environments and how their sedimentation in project management practices is affected by inter-organizational and inter-professional relationships.
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