- 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 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.
Mike Bresnen is Professor of Organisation Studies at Manchester Business School, University of Manchester. He is Associate Editor of Organisation and a founding member of the Innovation, Knowledge, and Organisational Networking (IKON) research center based at Warwick Business School. He has researched and published widely on the organization and management of the construction process, as well as on inter-organizational relations, project management, and innovation in the biomedical field.
Nick Marshall is a Senior Research Fellow in the Centre for Research in Innovation Management at the University of Brighton. His research and publications are primarily in the area of organizational knowledge, learning, and innovation, especially in project-based and other temporary settings. Before joining CENTRIM in 1999 Nick was a Research Fellow at Warwick Business School. He holds a Ph.D. from King's College London.
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