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Martinsuo M, Ahola T. Multi-project management in inter-organizational contexts. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2022. [DOI: 10.1016/j.ijproman.2022.09.003] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
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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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Gasparro K, Zerjav V, Konstantinou E, Casady CB. Vanguard Projects as Intermediation Spaces in Sustainability Transitions. PROJECT MANAGEMENT JOURNAL 2022. [DOI: 10.1177/87569728221077011] [Citation(s) in RCA: 3] [Impact Index Per Article: 1.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
In response to climate change issues, increasing numbers of vanguard projects are being established to help governments achieve sustainability goals through rapid technology development. We focus on the transition intermediation literature to argue that vanguard projects, as intermediation spaces, enable core and external project actors to assume intermediary characteristics to align, negotiate, and pursue policy level goals beyond the remit of conventional project goals. We contribute to project studies by providing a macrolevel contextualization of vanguard projects in the wider sociotechnical transitions debates. We suggest that transition intermediation is key for understanding projects and their achievement of wider policy goals.
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Affiliation(s)
- Kate Gasparro
- Building Better Cities Consultancy, Detroit, Michigan, USA
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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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