Who reports to whom? Perspectives on the reporting relationship between Project and Change Managers

Pollack, JB; Algeo, CT

Who reports to whom? Perspectives on the reporting relationship between Project and Change Managers

Pollack, JB

Algeo, CT

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Publisher:: European Academy of Management
Publication Type:: Conference Proceeding
Citation:: Proceedings of the EURAM 2013: Democratising Management, 2013, pp. 1 - 19
Issue Date:: 2013-01

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Field	Value	Language
dc.contributor.author	Pollack, JB https://orcid.org/0000-0001-8879-9408	en_US
dc.contributor.author	Algeo, CT	en_US
dc.contributor.editor	-	en_US
dc.date	2013-06-26	en_US
dc.date.issued	2013-01	en_US
dc.identifier.citation	Proceedings of the EURAM 2013: Democratising Management, 2013, pp. 1 - 19	en_US
dc.identifier.isbn	978-975-8400-35-5	en_US
dc.identifier.uri	http://hdl.handle.net/10453/24025
dc.description.abstract	Project Management and Change Management are two related disciplines that contribute to the delivery of organisational change. These disciplines are based on distinct and separate bodies of knowledge, with resultant differences in their perspectives on how organisational change should be managed and who should be accountable for its delivery. The academic literature suggests that there is conflict between these disciplines, with respect to who should be managing organisational change. However, there is little in the literature that provides clear direction on what the reporting relationship between these roles should be. This research enquires into practitioners perspectives on different reporting structures to understand the kinds of relationships that are perceived to work in practice.	en_US
dc.publisher	European Academy of Management	en_US
dc.relation.ispartof	Proceedings of the EURAM 2013: Democratising Management	en_US
dc.relation.ispartof	Annual Conference of the European Academy of Management	en_US
dc.title	Who reports to whom? Perspectives on the reporting relationship between Project and Change Managers	en_US
dc.type	Conference Proceeding
utslib.location	Istanbul	en_US
utslib.location.activity	Istanbul, Turkey	en_US
utslib.for	120201 Building Construction Management and Project Planning	en_US
dc.location.activity	Istanbul, Turkey	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 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 - CMOS - Centre for Management and Organisation Studies
utslib.copyright.status	closed_access
pubs.consider-herdc	true	en_US
pubs.finish-date	2013-06-29	en_US
pubs.place-of-publication	Istanbul	en_US
pubs.start-date	2013-06-26	en_US

Abstract:

Project Management and Change Management are two related disciplines that contribute to the delivery of organisational change. These disciplines are based on distinct and separate bodies of knowledge, with resultant differences in their perspectives on how organisational change should be managed and who should be accountable for its delivery. The academic literature suggests that there is conflict between these disciplines, with respect to who should be managing organisational change. However, there is little in the literature that provides clear direction on what the reporting relationship between these roles should be. This research enquires into practitioners perspectives on different reporting structures to understand the kinds of relationships that are perceived to work in practice.

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http://hdl.handle.net/10453/24025