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Deviations, Ambiguity and Uncertainty in a Project-Intensive Organization

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2013Ambiguity Acceptance as a Function of Project Management: A New Critical Success Factor69 cited
2011

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Two Schools of Risk Analysis: A Review of past Research on Project Risk

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2010A stakeholder network perspective on unexpected events and their management in international projects63 cited

2009A contextual understanding of projects—The importance of space and time58 cited

2006Tying the pieces together: A normative framework for integrating sales and project operations50 cited

2010Stakeholder Management in International Projects50 cited

2009Deviations and the breakdown of project management principles44 cited

2007Beyond the point of no return: On the management of deviations43 cited

2017Managing integration in infrastructure alliance projects41 cited

2012A typology of unexpected events in complex projects41 cited

2010Orchestrating deviations in global projects: Projects-as-practice observations38 cited

2014Dealing with the devil of deviation: managing uncertainty during product development execution26 cited

2011Organizing boundaries in early phases of product development13 cited