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The craft of project shaping
16 references·2 citing·33 second hop
The craft of project shaping (2010)The craft of project shapingReflective Practitioner (2014)Reflective PractitionerMaking Essential Choices with Scant Information: Front‐end Decision Making in Major Projects (2010)Making Essential Choices with…Making Essential Choices with Scant Information (2009)Making Essential Choices with…Post-Project Reviews to Gain Effective Lessons Learned (2007)Post-Project Reviews to Gain …Understanding Project Management Practice through Interpretative and Critical Research Perspectives (2006)Understanding Project Managem…The importance of ‘process’ in Rethinking Project Management: The story of a UK Government-funded research network (2006)The importance of ‘process’ i…Rethinking Project Management: Researching the actuality of projects (2006)Rethinking Project Management…Practitioner development: From trained technicians to reflective practitioners (2006)Practitioner development: Fro…Making Projects Critical (2006)Making Projects CriticalDirections for future research in project management: The main findings of a UK government-funded research network (2006)Directions for future researc…Product Leadership: Pathways to Profitable Innovation (2005)Product Leadership: Pathways …Peripety in an R&D Drama: Capturing a Turnaround in Project Dynamics (2004)Peripety in an R&D Drama: Cap…Sensemaking in Organizations (1996)Sensemaking in Organizations“Projectification” of the firm: The renault case (1995)“Projectification” of the fir…The Management of Projects (1994)The Management of ProjectsEducating the reflective practitioner (1987)Educating the reflective prac…Program group's discursive construction of context: A means to legitimize buck-passing (2016)Program group's discursive co…Extending project management research: Insights from social theories (2014)Extending project management …The reflective practitioner: How professionals think in action (1984)The Reflective Practitioner: How Professionals Think in Action (1985)Situated Learning: Legitimate Peripheral Participation. (1994)Authentic leadership for 21st century project delivery (2011)A Multidimensional Analysis of Project Manager Competences (2012)Using Kotter’s Eight Stage Process to Manage an Organisational Change Program: Presentation and Practice (2014)The Economic Institutions of Capitalism (1987)The Delphi technique: a method for testing complex and multifaceted topics (2009)The management of project management: A conceptual framework for project governance (2013)The Discovery of Grounded Theory: Strategies for Qualitative Research. (1968)A Dynamic Theory of Organizational Knowledge Creation (1994)Project-Based Organizations, Embeddedness and Repositories of Knowledge: Editorial (2004)The Discovery of Grounded Theory (2017)Outline of a Theory of Practice (1977)The Logic of Practice (1990)Grasping project complexity in large engineering projects: The TOE (Technical, Organizational and Environmental) framework (2010)Pluralism in Project Management: Navigating the Crossroads of Specialization and Fragmentation (2010)Project-as-Practice: In Search of Project Management Research that Matters (2010)Management research: An introduction (1992)The Active Interview (1995)Making Social Science Matter (2001)The body of knowledge of the Project Management Institute-PMBOK® Guide, and the specificities of project management: a critical review (2010)What’s in a name: Project or programme? (2010)Building theories of project management: past research, questions for the future (2003)Taking Stock of Temporary Organizational Forms: A Systematic Review and Research Agenda (2010)Different stakeholder groups and their perceptions of project success (2013)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)Deliberate Learning and the Evolution of Dynamic Capabilities (2002)Organizing and the Process of Sensemaking (2005)Stories of Experience and Narrative Inquiry (1990)Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation (1991)Technological Pedagogical Content Knowledge: A Framework for Teacher Knowledge (2006)Managing public–private megaprojects: Paradoxes, complexity, and project design (2007)
this work references cited by second hop

References

  • 1996Sensemaking in Organizations15,614 cited
  • 1987Educating the reflective practitioner11,394 cited
  • 2014Reflective Practitioner8,325 cited
  • 2006Directions for future research in project management: The main findings of a UK government-funded research network858 cited
  • 2006Rethinking Project Management: Researching the actuality of projects678 cited
  • 1994The Management of Projects672 cited
  • 1995“Projectification” of the firm: The renault case577 cited
  • 2006Making Projects Critical372 cited
  • 2006Practitioner development: From trained technicians to reflective practitioners237 cited
  • 2006Understanding Project Management Practice through Interpretative and Critical Research Perspectives170 cited
  • 2006The importance of ‘process’ in Rethinking Project Management: The story of a UK Government-funded research network101 cited
  • 2004Peripety in an R&D Drama: Capturing a Turnaround in Project Dynamics92 cited
  • 2007Post-Project Reviews to Gain Effective Lessons Learned74 cited
  • 2005Product Leadership: Pathways to Profitable Innovation73 cited
  • 2009Making Essential Choices with Scant Information66 cited

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2010
Making Essential Choices with Scant Information: Front‐end Decision Making in Major Projects
62 cited

Cited by

  • 2014Extending project management research: Insights from social theories118 cited
  • 2016Program group's discursive construction of context: A means to legitimize buck-passing21 cited