Human interaction in project management

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NO FULL TEXT AVAILABLE. Access is restricted indefinitely. ----- This thesis explores the project management practice, by the examination of the lived experience of the project manager. Drawing ideas from the Chicago School of Sociology and the Continental Philosophers in phenomenology, this examination develops several concepts. Using a qualitative methodology, these concepts were tested in a major case study involving an identifiable and complex project in Australia. The thesis highlights the many social processes that take place concurrently with the technical process, and how these social processes come to influence the project, and identifies the importance of and complexity of human interaction. The thesis introduces autoethnography to project management research. Such an approach can significantly enhance the insights drawn from research into the lived experience. This thesis results in the development of an intellectual apparatus to examine the lived experience of the project manager. This apparatus stresses the importance of positioning the project manager’s ‘self as an entity and the other participants, subjectively. Such a positioning provides significant insights into the role of the self-concept, the generalized other, gestures, meanings and intersubjectivity in project management.
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