Applying Actor-Network Theory as a sensemaking framework for complex organisational change programs

Pollack, J; Costello, K; Sankaran, S

Applying Actor-Network Theory as a sensemaking framework for complex organisational change programs

Pollack, J

Costello, K Sankaran, S

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Publication Type:: Journal Article
Citation:: International Journal of Project Management, 2013, 31 (8), pp. 1118 - 1128
Issue Date:: 2013-01-01

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Field	Value	Language
dc.contributor.author	Pollack, J https://orcid.org/0000-0001-8879-9408	en_US
dc.contributor.author	Costello, K	en_US
dc.contributor.author	Sankaran, S https://orcid.org/0000-0001-5485-6216	en_US
dc.date.issued	2013-01-01	en_US
dc.identifier.citation	International Journal of Project Management, 2013, 31 (8), pp. 1118 - 1128	en_US
dc.identifier.issn	0263-7863	en_US
dc.identifier.uri	http://hdl.handle.net/10453/26861
dc.description.abstract	The implementation of a Project Management Information System (PMIS) in three public sector agencies is examined using Actor-Network Theory, an infrequently applied approach to project management research. Use of the PMIS focused on practitioner capability, without acting as a mechanism of project control. This is different to how a PMIS is generally portrayed in the literature, suggesting a need to rethink the ways a PMIS can support project management.The research revealed that the PMIS software application, by itself, would have had limited impact, and similarly the practitioner-researchers who developed and implemented the PMIS would, by themselves, have been less effective. Instead, the contribution, effectiveness and capability came from the stable network of association between the practitioner-researchers and the PMIS; an actor-network, which allowed other networks to stabilise and develop, as new users learned how to conceptualise their work through project management concepts, and developed their project management capability. © 2012 Elsevier Ltd and APM IPMA.	en_US
dc.relation.ispartof	International Journal of Project Management	en_US
dc.relation.isbasedon	10.1016/j.ijproman.2012.12.007	en_US
dc.subject.classification	Building & Construction	en_US
dc.title	Applying Actor-Network Theory as a sensemaking framework for complex organisational change programs	en_US
dc.type	Journal Article
utslib.citation.volume	8	en_US
utslib.citation.volume	31	en_US
utslib.for	120201 Building Construction Management and Project Planning	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 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
pubs.organisational-group	/University of Technology Sydney/Strength - CMOS - Centre for Management and Organisation Studies
utslib.copyright.status	closed_access
pubs.issue	8	en_US
pubs.publication-status	Published	en_US
pubs.volume	31	en_US

Abstract:

The implementation of a Project Management Information System (PMIS) in three public sector agencies is examined using Actor-Network Theory, an infrequently applied approach to project management research. Use of the PMIS focused on practitioner capability, without acting as a mechanism of project control. This is different to how a PMIS is generally portrayed in the literature, suggesting a need to rethink the ways a PMIS can support project management.The research revealed that the PMIS software application, by itself, would have had limited impact, and similarly the practitioner-researchers who developed and implemented the PMIS would, by themselves, have been less effective. Instead, the contribution, effectiveness and capability came from the stable network of association between the practitioner-researchers and the PMIS; an actor-network, which allowed other networks to stabilise and develop, as new users learned how to conceptualise their work through project management concepts, and developed their project management capability. © 2012 Elsevier Ltd and APM IPMA.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/26861