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Managing Project Transformation in a Complex Context
Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
2007 (English)In: Creativity and Innovation Management, ISSN 0963-1690, E-ISSN 1467-8691, Vol. 16, no 1, p. 46-52Article in journal (Refereed) Published
Abstract [en]

Complex projects are often undertaken in uncertain situations in which project participants who adopt a rational-oriented strategy tend to face difficulties in adapting and adjusting to changes that occur during the project. In this context a process-oriented strategy, although difficult to manage, can be a better way to handle project transformation. Collective learning then becomes crucial. This article describes some lessons learned when a project manager and team applied a process-oriented strategy in a complex project. Data has been collected through interactive research and evaluation with different methods including surveys, observations and interviews. The analysis shows that it is possible to organize for learning and to manage transformation in a complex context. Important factors for success are a process-oriented strategy, a creative climate, formative evaluation and systematic reflections. A major issue that is discussed in the article is the transfer of outcomes from the project to the participating organizations.

Place, publisher, year, edition, pages
Oxford: Blackwell Publishing, 2007. Vol. 16, no 1, p. 46-52
Keywords [en]
Complex projects
National Category
Economics and Business
Identifiers
URN: urn:nbn:se:hh:diva-1513DOI: 10.1111/j.1467-8691.2007.00416.xLocal ID: 2082/1893OAI: oai:DiVA.org:hh-1513DiVA, id: diva2:238731
Available from: 2008-06-11 Created: 2008-06-11 Last updated: 2018-03-23Bibliographically approved

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Holmquist, Mats

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  • apa
  • harvard1
  • ieee
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  • vancouver
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More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
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