Interpreting projects - bureaucratical mechanisms or lever for change?

• Authors: Canonico, P. , Mangia, G. , Mercurio, R. , De Nito, E. , Esposito, V.

Title variants

PL

Zarządzanie projektem - mechanizmy biurokratyczne czy dźwignia zmian?

• Languages of publication: EN

Abstracts

EN

There is a huge amount of research focused on the theme of project organization, stemming from the idea that project can be considered a tool to increase the degree of flexibility within bureaucratic and functional organizations, whereas in other few researches project management is supposed to stress the level of bureaucracy. The goal of this paper is studying the functioning of the project management within an Italian public organization, traditionally considered highly bureaucratised, in terms of effects produced on control mechanisms.

PL

Istnieje ogromna liczba badań, skoncentrowanych na tematyce organizacji projektowych, wynikająca z rozumienia projektu jako narzędzia, które podnosi poziom elastyczności w ramach organizacji biurokratycznych i funkcjonalnych, podczas gdy w niewielu badaniach zarządzanie projektem kładzie nacisk na poziom biurokracji. Celem niniejszego artykułu jest analiza funkcjonowania zarządzania projektem we włoskich organizacjach publicznych, tradycyjnie postrzeganych jako podmioty wysoce zbiurokratyzowane, w kontekście efektów wywieranych na mechanizmy kontroli.

Keywords

EN

project management; public management; bureaucracy

PL

zarządzanie projektem; zarządzanie publiczne; biurokracja

• Journal: Organizacja i Zarządzanie : kwartalnik naukowy
• Year: 2009
• Volume: nr 3
• Pages: 5-16
• Physical description: Bibliogr. 18 poz.

Contributors

author

Canonico, P.

author

Mangia, G.

author

Mercurio, R.

author

De Nito, E.

author

Esposito, V.

• Universita degli Studi di Napoli Federico II, Dipartimento di Economia Aziendale,

References

• 1. Andersen E., Jessen S.A.: Project Maturity in Organizations. International Journal of Project Management 2003, no. 21, p. 457-461.
• 2. Archibald R.: Managing High-Technology Programs and Projects. New York 2003.
• 3. Bragd A.: Knowing Management an Etnographic Study of Tinkering with a New Car. Paper presented at 17th NFF conference, 14th-16th August 2003.
• 4. Bresnen M., Edelman L., Newell S., Scarbrough H., Swan J.: Social practices and the management of knowledge in project environments. International Journal of Project Management 2003, no 21, p. 157-166.
• 5. Clegg S., Courpasson D.: Political Hybrids: Tocquevillean Views on Project Organizations. Journal of Management Studies 2004, no 41, p. 4.
• 6. De Nito E., Canonico P., Mangia G.: The interpretation of the project group between collectivity of practice and community of practice. Paper presented at Academy of Management Meeting, 3-8 August 2007.
• 7. Hodgson D.: Project Work: The Legacy of Bureaucratic Control in the Post-Bureaucratic Organization. Organization 2004, no 11(1), p. 81-100.
• 8. Kerzner H.: Project Management. Wiley, New York 2003.
• 9. Kirsch L.J.: The Management of Complex Tasks in Organizations: Controlling the Systems Development Process. Organization Science 1996, no 7(1), p. 1-21.
• 10. Lindkvist L.: Knowledge Communities and Knowledge Collectivities: A Typology of Knowledge Work in Groups. Journal of Mangement Studies 2005, no 42(6), p. 1189-1210.
• 11. Lindkvist L., Soderlund J., Tell F.: Managing Product Development Projects: on the significance of fountains and deadlines. Organization Studiem 1998, no 19(6), p. 931-951.
• 12. Lundin R.A., Sôderholm J.: A theory of the temporary organization. Scandinavian Journal of Management 1995, no 11(4), p. 437-455.
• 13. Ouchi W.G.: A Conceptual Framework for the Design of Organizational Control Mechanisms. Management Science 1979, no 25(9), p. 833-848.
• 14. Packendorff J.: Inquiring into the Temporary Organization: New Directions for Project Management Research. Scandinavian Journal of Management 1995, no 11(4), p. 319-334.
• 15. Sydow J., Lindkvist L., Defillippi R.: Project-Based Organizations, Em-beddedness and Repositories of Knowledge: Editorial. Organization Studies 2004, no 25(9), p. 1475-1489.
• 16. Winter M., Smith C, Morris P., Cicmil S.: Directions for future research in project management: The main findings of a UK government-funded research network. International Journal of Project Management 2006, no 24, p. 638-649.
• 17. Yin R.: The Case Study Crisis: Some Answers. Administrative Science Quarterly 1981, no 26, p. 58-65.
• 18. Yin R.: Case study research. CA Sage, Beverly Hills 1984.

Notes

Rekord pochodzi z bazy danych BazTech.