Applying institutional theories to managing megaprojects

Biesenthal, C; Clegg, S; Mahalingam, A; Sankaran, S

Applying institutional theories to managing megaprojects

Biesenthal, C

Clegg, S

Mahalingam, A Sankaran, S

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Publication Type:: Journal Article
Citation:: International Journal of Project Management, 2018, 36 (1), pp. 43 - 54
Issue Date:: 2018-01-01

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Field	Value	Language
dc.contributor.author	Biesenthal, C https://orcid.org/0000-0002-3851-4950	en_US
dc.contributor.author	Clegg, S https://orcid.org/0000-0001-6083-4283	en_US
dc.contributor.author	Mahalingam, A	en_US
dc.contributor.author	Sankaran, S https://orcid.org/0000-0001-5485-6216	en_US
dc.date.available	2020-05-25T19:13:43Z
dc.date.issued	2018-01-01	en_US
dc.identifier.citation	International Journal of Project Management, 2018, 36 (1), pp. 43 - 54	en_US
dc.identifier.issn	0263-7863	en_US
dc.identifier.uri	http://hdl.handle.net/10453/128176
dc.description.abstract	© 2017 Elsevier Ltd, APM and IPMA This paper contributes to Rodney Turner's initiative to develop a theory of project management from practice. Organizational scholars studying strategy suggest that more attention needs to be paid to practices involved in organizing, as well as the institutional contexts in which these practices are embedded. Taking a cue from strategy-in-practice approaches, it is proposed that institutional theories can be used to address some questions that have not been answered adequately regarding megaprojects. Institutional theories also seem to be gaining the attention of scholars investigating large, global, infrastructure projects as reported in engineering, management and construction journals. Increasingly, it is evident that the problem areas attached to these projects stretch beyond technical issues: they must be considered as socio-technical endeavours embedded in complex institutional frames. The authors suggest that studying how to deal with institutional differences in the environment of megaprojects has both theoretical and practical implications.	en_US
dc.relation.ispartof	International Journal of Project Management	en_US
dc.relation.isbasedon	10.1016/j.ijproman.2017.06.006	en_US
dc.subject.classification	Building & Construction	en_US
dc.title	Applying institutional theories to managing megaprojects	en_US
dc.type	Journal Article
utslib.citation.volume	1	en_US
utslib.citation.volume	36	en_US
utslib.for	1203 Design Practice and Management	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	12 Built Environment and Design	en_US
utslib.for	15 Commerce, Management, Tourism and Services	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/e-Press
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building/School of Built Environment
pubs.organisational-group	/University of Technology Sydney/Strength - CCDP - Contemporary Design Practice
utslib.copyright.status	open_access
pubs.issue	1	en_US
pubs.publication-status	Published	en_US
pubs.volume	36	en_US

Abstract:

© 2017 Elsevier Ltd, APM and IPMA This paper contributes to Rodney Turner's initiative to develop a theory of project management from practice. Organizational scholars studying strategy suggest that more attention needs to be paid to practices involved in organizing, as well as the institutional contexts in which these practices are embedded. Taking a cue from strategy-in-practice approaches, it is proposed that institutional theories can be used to address some questions that have not been answered adequately regarding megaprojects. Institutional theories also seem to be gaining the attention of scholars investigating large, global, infrastructure projects as reported in engineering, management and construction journals. Increasingly, it is evident that the problem areas attached to these projects stretch beyond technical issues: they must be considered as socio-technical endeavours embedded in complex institutional frames. The authors suggest that studying how to deal with institutional differences in the environment of megaprojects has both theoretical and practical implications.

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http://hdl.handle.net/10453/128176