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Rethinking Project Management – An Organisational Perspective
5 references·10 citing·55 second hop
Rethinking Project Management – An Organisational Perspective (2010)Rethinking Project Management – An Organi…THE HANDBOOK OF PROJECT-BASED MANAGEMENT (2008)THE HANDBOOK OF PROJECT-BASED…The importance of ‘process’ in Rethinking Project Management: The story of a UK Government-funded research network (2006)The importance of ‘process’ i…Directions for future research in project management: The main findings of a UK government-funded research network (2006)Directions for future researc…The Wiley guide to managing projects (2004)The Wiley guide to managing p…Goals-and-methods matrix: coping with projects with ill defined goals and/or methods of achieving them (1993)Goals-and-methods matrix: cop…The impact of women’s representation on performance in project-based and non-project-based organizations (2019)The impact of women’s represe…Routledge Handbook of Integrated Project Delivery (2019)Routledge Handbook of Integra…Planning Project Stakeholder Engagement from a Sustainable Development Perspective (2019)Planning Project Stakeholder …Governance of Projects: Generating value by linking projects with their permanent organisation (2019)Governance of Projects: Gener…Exploring the emergence of lock-in in large-scale projects: A process view (2019)Exploring the emergence of lo…Rethinking project management (2016)Rethinking project managementAn empirical investigation of the relationship between intellectual capital and project success (2016)An empirical investigation of…Illuminating the role of the project owner (2012)Illuminating the role of the …Towards a conceptualisation of quality in information technology projects (2010)Towards a conceptualisation o…Organizational rationality and project management (2009)Organizational rationality an…Experiential Learning : Experience as the Source of Learning and Development (1983)The Knowledge-Creating Company (1998)Plans are nothing, changing plans is everything: the impact of changes on project success (2003)The Underlying Theory of Project Management Is Obsolete (2008)Different stakeholder groups and their perceptions of project success (2013)Organization and Environment: Managing Differentiation and Integration. (1968)The Management of Innovation (1994)The Art of Continuous Change: Linking Complexity Theory and Time-Paced Evolution in Relentlessly Shifting Organizations (1997)Practitioner development: From trained technicians to reflective practitioners (2006)Response strategies to stakeholder pressures in global projects (2008)The project management office as an organisational innovation (2008)Agency Theory: An Assessment and Review (1989)A theory of the temporary organization (1995)The skills and career path of an effective project manager (2001)The need for a project governance body (2014)Project governance and portfolio management in government digitalization (2019)Soft Systems Methodology in Action (1991)Between Trust and Control: Developing Confidence in Partner Cooperation in Alliances (1998)Making Sense of the Organization (2000)A Multidimensional Analysis of Project Manager Competences (2012)Managing collaborative research projects: A synthesis of project management literature and directives for future research (2015)The impact of project management (PM) and benefits management (BM) practices on project success: Towards developing a project benefits governance framework (2015)The reflective practitioner: How professionals think in action (1984)The Reflective Practitioner: How Professionals Think in Action (1985)The Economic Institutions of Capitalism (1987)Rethinking Project Management: Researching the actuality of projects (2006)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 magical number seven, plus or minus two: Some limits on our capacity for processing information. (1956)Qualitative Data Analysis: An Expanded Sourcebook (1994)The magical number seven, plus or minus two: Some limits on our capacity for processing information. (1994)Translation and Convergence in Projects: An Organizational Perspective on Project Success (2011)Temporal structuring in project organizing: A narrative perspective (2021)Building megaproject resilience with stakeholders: The roles of citizenship behavior and critical transition mechanisms (2023)The Art of Case Study Research (1996)Evolving to a New Dominant Logic for Marketing (2003)Case Study Research (2004)Exploring the alignment between organization designs and value processes over the program lifecycle (2020)The multiplicity of value in the front-end of projects: The case of London transportation infrastructure (2021)Why Do Business Organizations Participate in Projects? Toward a Typology of Project Value Domains (2021)The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders (1991)The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications (1995)Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts (1997)A comprehensive evaluation approach for efficient countermeasure techniques against timing side-channel attack on MPSoC-based IoT using multi-criteria decision-making methods (2023)Sustainability in Project Management and Project Success with Virtual Teams: A Quantitative Analysis Considering Stakeholder Engagement and Knowledge Management (2023)Stakeholder engagement: Theoretical and methodological directions for project scholarship (2024)A BEHAVIORAL MODEL OF RATIONAL CHOICE (1955)Case Study Research: Design and Methods (1984)Theory Building From Cases: Opportunities And Challenges (2007)From open innovation projects to open innovation project management capabilities: A process-based approach (2020)A process–oriented framework to measure development performance and success of megaprojects (2022)What are the strategies to manage megaproject supply chains? A systematic literature review and research agenda (2023)Senior management perceptions of project management competence (2004)Assessing and Moving on From the Dominant Project Management Discourse in the Light of Project Overruns (2005)Grasping project complexity in large engineering projects: The TOE (Technical, Organizational and Environmental) framework (2010)
this work references cited by second hop

References

  • 2006Directions for future research in project management: The main findings of a UK government-funded research network858 cited
  • 2008THE HANDBOOK OF PROJECT-BASED MANAGEMENT552 cited
  • 1993Goals-and-methods matrix: coping with projects with ill defined goals and/or methods of achieving them532 cited
  • 2004The Wiley guide to managing projects195 cited
  • 2006The importance of ‘process’ in Rethinking Project Management: The story of a UK Government-funded research network101 cited

Cited by

  • 2019Planning Project Stakeholder Engagement from a Sustainable Development Perspective61 cited
  • 2016Rethinking project management59 cited
  • 2019Governance of Projects: Generating value by linking projects with their permanent organisation56 cited
  • 2012Illuminating the role of the project owner50 cited
  • 2019Exploring the emergence of lock-in in large-scale projects: A process view49 cited
  • 2019Routledge Handbook of Integrated Project Delivery47 cited
  • 2010Towards a conceptualisation of quality in information technology projects42 cited
  • 2019The impact of women’s representation on performance in project-based and non-project-based organizations35 cited
  • 2009Organizational rationality and project management33 cited

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  • 2016An empirical investigation of the relationship between intellectual capital and project success30 cited