Embedding New Management Knowledge in Project-Based Organizations
研究项目型组织中嵌入新管理知识的困难，通过英国建筑业案例，分析分权、短期绩效导向和分布式工作如何影响管理实践的嵌入。
The embedding of new management knowledge in project-based organization is made particularly problematic due to the attenuated links that exist between organization-wide change initiatives and project management practice. To explore the complex processes involved in change in project-based organization, this paper draws upon a case study of change within the UK construction industry. Analysing the case study through the lens of structuration theory (Giddens 1984), the paper examines the complex, recursive relationship that links change in project management practice with the peculiarities of that context. The findings demonstrate that a number of features of project-based organization — namely, decentralization, short-term emphasis on project performance and distributed work practices — are critically important in understanding the shaping and embedding of new management practice.