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Fortin I. Logic Plasticity and Bounded Custodial Work in Inter-Institutional Projects. JOURNAL OF MANAGEMENT INQUIRY 2023. [DOI: 10.1177/10564926231165680] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 03/29/2023]
Abstract
I studied competing institutional logics in inter-institutional projects in aerospace to understand which logic would prevail when several logics compete in temporary organizing. While competing logic tensions between academia and the industry were expected, I additionally found competing logic tensions between multinationals and suppliers. I argue that the competing logic tensions originated from the informal roles that emerged from the interactions among the partners in the projects, which were predetermined by the complementary knowledge that initially justified the collaborations. These informal roles activated custodial work among the partners, which was bounded by logic plasticity. Contrary to what was expected, the more rigid logics prevailed over the most plastic logics in temporary organizing.
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Söderberg E, Liff R. Reframing practice through policy implementation projects in different knowledge contexts. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2023. [DOI: 10.1016/j.ijproman.2023.102452] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 02/24/2023]
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Xu J, Smyth H. The ethics of care and wellbeing in project business: from instrumentality to relationality. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2022. [DOI: 10.1016/j.ijproman.2022.11.004] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 12/05/2022]
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Farid P, Waldorff SB. Navigating Tensions to Create Value: An Institutional Logics Perspective on the Change Program and its Organizational Context. PROJECT MANAGEMENT JOURNAL 2022. [DOI: 10.1177/87569728221111321] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Research has emphasized the need to understand change programs’ value creation (VC) within their organizational context. This article employs institutional logics to explore the change program–organizational context interface, and investigates how program management actors navigate the interface to create value. A longitudinal comparative study was conducted during the execution of two public-sector municipal merger programs. Contributing to the theory on change program VC by identifying change programs and contexts as different logics, findings show that perspectives on VC may conflict. We theorize navigation practices of problematizing, designing, and team building to resolve the tensions and facilitate program VC.
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Affiliation(s)
- Parinaz Farid
- Norwegian University of Science and Technology – Department of Industrial Economics and Technology Management
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Aaltonen K, Turkulainen V. Institutionalization of a collaborative governance model to deliver large, inter-organizational projects. INTERNATIONAL JOURNAL OF OPERATIONS & PRODUCTION MANAGEMENT 2022. [DOI: 10.1108/ijopm-11-2021-0741] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeIn this study, we develop further understanding of how institutional change is created within a mature and local industry. In this pursuit, we examine how a collaborative large project governance model was institutionalized at an industrial sector-level through both industry-level activities and “institutional projects”.Design/methodology/approachThis study builds on the foundations of institutional fields and institutional change, suggesting that projects are not only shaped by their contexts but also produce institutional change themselves. We conducted extensive fieldwork on the institutionalization of a collaborative project governance model in Finland.FindingsThe findings illustrate how institutional change in governance of large and complex inter-organizational projects is created at the institutional field level. The institutionalized collaborative project governance model includes aspects of both relational and contractual governance. The change was facilitated by temporal links between the institutional projects as well as vertical links between the institutional projects and the field-level development programs.Originality/valueThis is one of the first studies to address how a collaborative large project governance model becomes the norm at the institutional field level beyond the boundaries of an individual project or organization.
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Mahalingam A. How institutional intermediaries handle institutional complexity in vanguard megaproject settings. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2022. [DOI: 10.1016/j.ijproman.2022.04.007] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/26/2022]
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Bos-de Vos M, Deken F, Kleinsmann M. Navigating multiple contexts to integrate system transformation programs. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2022. [DOI: 10.1016/j.ijproman.2022.03.003] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/18/2022]
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Fu Y, Zhang L, Chen Y. Coping With Institutional Complexity and Voids: An Organization Design Perspective for Transnational Interorganizational Projects. PROJECT MANAGEMENT JOURNAL 2021. [DOI: 10.1177/87569728211047318] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
Abstract
This study investigates how transnational interorganizational projects (IOPs) cope with institutional complexity and voids. A case study of a cross-border gas pipeline suggests the coexistence of institutional complexity and voids that amplify collaboration hazards in developing transnational IOPs. Institutional complexity harms the feasibility of a unified form of organizing, whereas institutional voids sabotage the ability of involved organizations to collaborate in a market-based approach. A hybrid organization featured by modular structure, complementary advantages, and system integrator, was designed to navigate complex institutional environments. This study contributes to the project–organization–institution linkage by depicting the impacts of institutions on project organizing.
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Affiliation(s)
- Yongcheng Fu
- College of Management and Economics, Tianjin University, Tianjin 300072, China
| | - Lihan Zhang
- School of Economics and Management, Hebei University of Technology, Tianjin 300401, China
| | - Yongqiang Chen
- College of Management and Economics, Tianjin University, Tianjin 300072, China
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Loosemore M, Alkilani SZ, Murphy R. The institutional drivers of social procurement implementation in Australian construction projects. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2021. [DOI: 10.1016/j.ijproman.2021.07.002] [Citation(s) in RCA: 10] [Impact Index Per Article: 3.3] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/20/2022]
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Balancing on a tightrope: Coping with concurrent institutional logics in project business. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2021. [DOI: 10.1016/j.ijproman.2021.09.005] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/19/2022]
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Engaging the organizational field: The case of project practices in a construction firm to contribute to an emerging economy. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2021. [DOI: 10.1016/j.ijproman.2021.02.005] [Citation(s) in RCA: 7] [Impact Index Per Article: 2.3] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/19/2022]
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Organising for infrastructure development programmes: Governing internal logic multiplicity across organisational spaces. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2021. [DOI: 10.1016/j.ijproman.2021.01.004] [Citation(s) in RCA: 13] [Impact Index Per Article: 4.3] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/18/2022]
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