Projects as Arenas for Renewal and Learning Processes

Projects as Arenas for Renewal and Learning Processes

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Description

There is a growing tendency to organize various aspects of business life by projects, and to set up temporary organizations in a competition where speed and adaptability becomes a major necessity. Organizing by projects is perceived as a good way to ensure action and to stress the importance of getting work done. However, there is a need to balance the stress on action so that learning capabilities are not only retained, but augmented.
Projects as Arenas for Renewal and Learning Processes provides examples of how different types of projects function from a learning or renewal perspective, taken from a wide variety of real-life environments in industrial and public organizations. This book illustrates the mistaken habit of assuming too much in the project area: for example, project notions are, in fact, culture-dependent; classical market-oriented contracting business relations do not fit with the learning dimension of projects; and long-term learning on core competencies and product development projects need to be connected. The book is also intended to represent many of the research frontiers in the project field. Enhancing learning capabilities is - or should be - of a mutual concern to researchers and managers alike.
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Product details

  • Hardback | 259 pages
  • 155 x 235 x 17.53mm | 1,270g
  • Dordrecht, Netherlands
  • English
  • 1998 ed.
  • XIII, 259 p.
  • 0792381246
  • 9780792381242

Table of contents

1. Evolution of Project as Empirical Trend and Theoretical Focus; R.A. Lundin, C. Midler. Section I: From Empirical Category to a Conceptual Framework: Identification of Projects. 2. Conceptualizing a Projectified Society - Discussion of an Eco-Institutional Approach to a Theory on Temporary Organizations; R.A. Lundin, A. Soederholm. 3. The Project Concept(s): On the Unit of Analysis in the Study of Project Management; M. Engwall. 4. Learning from Renewal Projects: Content, Context and Embeddedness; T. Blomquist, J. Packendorff. 5. Learning About Culture Through Projects in Aid Programmes; J. Russell-Hodge, P. Hunnam. Section II: Learning Projects and Learning by Projects. 6. Project Management Learning: A Contingent Approach; T. Boudes, et al. 7. Project Management-Benchmarking: An Instrument of Learning; M. Huemann, G. Winkler. 8. Innovation in Project Management: Using Industry as the Laboratory; F.T. Hartman. 9. Learning through Projects: Meeting the Implementation Challenge; K. Ayas. 10. Patterns of Success and Failure in Renewal Projects. A Study of Eight Projects for Developing a Learning Organisation; B. Anell. 11. Managing Renewal Projects in Different Learning Cultures; T. Mullern, K. OEstergren. Section III: Development of Management by Projects - Transformations in Permanent Organisations and Professional Practices. 12. The Human Resource Allocation Process When Organizing by Projects; P. Eskerod. 13. Project Management and Internal Contracts; M. Nakhla, L.G. Soler.14. Projects as an Area for Innovation Images of Projects and Their Implications; H. Anderson, A. Larsson. 15. Managing Creation and Learning of New Expertise in Automobile Development Projects; F. Aggeri, A. Hatchuel. 16. Beyond Advanced Project Management: Renewing Engineering Practices and Organizations; F. Charue-Duboc, C. Midler. Section IV: Projects and Economic Relations. 17. A Framework for Analysing Project Dyads The Case of Discontinuity, Uncertainty and Trust; J. Soederlund, N. Andersson. 18. Civil Engineering Joint Ventures: The British and French Models of Organisation in Confrontation; E. Camagnac, G. Winch. 19. Co-Operative Buyer-Supplier Relationships in Development projects in the Car Industry; L. Laigle. 20. New Car Development Projects and Supplier Partnership; G. Garel, A. Kesseler. 21. Emerging Convergences or Debates; R.A. Lundin, C. Midler. References. Index.
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