Riley v. Northern Commercial: Commercial Rationale Triumphs Over Statutory Interpretation

Earlier studies point at that the notion of working in a project brings with it expectations on several aspects of the work situation, expectations that are institutionally given by project theory and practice and re-constructed by the project workers in interaction. At the same time, working by projects and re-constructing organisational and institutional norms on how projects should be, they also successively constructed an image of themselves in relation to these norms. This points at that not only are individuals reinforcing established notions on project work while working by projects – they also at the same time construct their own identities, reinforcing notions about themselves as professional, committed and structured enough to endure the hardships of project work. In other words, a project is here seen as a process of co-construction of the project form and of project worker professional identity. In this paper, we will thus analyse how people in project-based operations socially construct projects and individual identities – i.e. what happens when something is labelled a project and/or a project-based firm. The analysis of the interviews from two theatres indicates that projects and project-based operations are co-constructed with individual identities in several ways simultaneously,  hrough discourses that may look internally consistent but not always easy to combine with each other. Even though most producers, directors and stage managers at the two theatres are most familiar with Gantt charts, project goal structures etc, they are not actively promoting Project Management as a distinct competence of neither themselves nor the organization. What they do promote is still a modernist notion of professionalism that is closely linked to the project form of work organization. What is co-constructed is a system of inter-subjectively held beliefs linking organizational poverty, legitimacy and success to individual identification with what are highstandard artistry, organizational loyalty and self-fulfilment. The single projects become arenas and critical incidents for such co-construction, for yet another confirmation of the current development or for experimenting with other forms for theatre production project work.QC 20111130</p

A Step Forward

QC 20140805</p

Причины образования дебиторской задолженности

Материалы XIX Междунар. науч.-техн. конф. студентов, аспирантов и молодых ученых, Гомель, 25–26 апр. 2019 г

A student's guide to coursework projects

QC 20180319</p

Att främja näringslivsutveckling : En framtidsinriktad utvärdering av affärsrådgivning för kvinnor

NR 20140805</p

Temporary Organizing : Integrating Organization Theory and Project Management

As a practical and theoretical field, Project Mana­gement is usually described as a set of models and techniques for the planning and control of complex undertakings such as construction, R&amp;D, tele­communications etc. The abundance of mathema­tical tools derived from Operations Research is, despite efforts like PMBOK (Project Management Body of Knowledge), only to a limited extent complemented by advice on organizational issues. This paper sets out to make an inventory of the organizational research on projects and to propose new directions for studies on Project Management. Traditionally, projects have been studied from three main perspectives; projects in the organiza­tional structure, organizational communications and projects, and project leadership. There are also “minor” research themes such as cultural and net­work theories, and the new concept “Management by Projects.” The three main shortcomings of the organizational research on projects can be formu­lated as (1) the research on project management is not empirical enough, (2) projects are seen as tools, not as organizations, and (3) project mana­gement is seen as a general theory. These short­comings can be overcome by studying different types of temporary organizations instead of projects, and by theorizing on ‘project organizing’ instead of the usual ‘organization’ perspective.NR 20140805</p

A Project Nerd’s Guide to Value-Adding Meetings

QC 20181030</p

Akademiska medborgare eller gäster på forskarhotellet? : Om organisationskultur på KTH

QC 20201210</p

A student's guide to coursework projects

QC 20180319</p