The Differential Roles Of Multilevel Change Capabilities In Project-Based Organizations

Biesenthal, CE; Gudergan, S; Ambrosini, V

The Differential Roles Of Multilevel Change Capabilities In Project-Based Organizations

Biesenthal, CE

Gudergan, S Ambrosini, V

Permalink

Publisher:: Academy of Management
Publication Type:: Conference Proceeding
Citation:: The Differential Roles Of Multilevel Change Capabilities In Project-Based Organizations, 2014
Issue Date:: 2014-01

Closed Access

	Filename	Description	Size
	AOM_Submission.docx	Accepted Manuscript version	269.26 kB	Microsoft Word XML	View/Open

Copyright Clearance Process

Recently Added
In Progress
Closed Access

This item is closed access and not available.

Full metadata record

Field	Value	Language
dc.contributor.author	Biesenthal, CE https://orcid.org/0000-0002-3851-4950	en_US
dc.contributor.author	Gudergan, S	en_US
dc.contributor.author	Ambrosini, V	en_US
dc.date	2014-08-01	en_US
dc.date.issued	2014-01	en_US
dc.identifier.citation	The Differential Roles Of Multilevel Change Capabilities In Project-Based Organizations, 2014	en_US
dc.identifier.uri	http://hdl.handle.net/10453/30364
dc.description.abstract	In this paper we introduce project-based organizations as multilevel entities that possess multiple operational and dynamic capabilities to manage organizational change and more precisely the stability-change paradox. In this study we focus particularly on two distinct, yet compatible and complementary dynamic project capabilities that facilitate change in project-based organizations. Our cases indicate the existence and application of different change capabilities in practice that enable project-based organizations to deal with the paradox. These different dynamic capabilities coexist across the different organizational levels. More precisely, we offer evidence for formal change routines, characterised by ostensive dynamic capabilities, while we also provide support for our theoretical argument that project-based organizations use less formal routines in the form of performative dynamic capabilities to initiate and manipulate change.	en_US
dc.publisher	Academy of Management	en_US
dc.relation.ispartof	The Differential Roles Of Multilevel Change Capabilities In Project-Based Organizations	en_US
dc.title	The Differential Roles Of Multilevel Change Capabilities In Project-Based Organizations	en_US
dc.type	Conference Proceeding
utslib.location	The 74th Annual Meeting of the Academy of Management	en_US
utslib.location.activity	Philadelphia, PA	en_US
dc.location.activity	Philadelphia, PA
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
utslib.copyright.status	closed_access
pubs.consider-herdc	false	en_US
pubs.place-of-publication	The 74th Annual Meeting of the Academy of Management	en_US
pubs.start-date	2014-08-01	en_US

Abstract:

In this paper we introduce project-based organizations as multilevel entities that possess multiple operational and dynamic capabilities to manage organizational change and more precisely the stability-change paradox. In this study we focus particularly on two distinct, yet compatible and complementary dynamic project capabilities that facilitate change in project-based organizations. Our cases indicate the existence and application of different change capabilities in practice that enable project-based organizations to deal with the paradox. These different dynamic capabilities coexist across the different organizational levels. More precisely, we offer evidence for formal change routines, characterised by ostensive dynamic capabilities, while we also provide support for our theoretical argument that project-based organizations use less formal routines in the form of performative dynamic capabilities to initiate and manipulate change.

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

http://hdl.handle.net/10453/30364