Developing better theory about project organizations

Reich, Blaize Horner; Liu, Li; Sauer, Chris; Bannerman, Paul L.; Cicmil, Svetlana; Cooke‐Davies, Terry; Gemino, Andrew; Hobbs, Brian; Maylor, Harvey; Messikomer, Carla; Pasian, Beverly; Semeniuk, Monica; Thomas, Janice

doi:10.1016/j.ijproman.2013.07.001

Cited by 21 publications

(13 citation statements)

References 5 publications

(5 reference statements)

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“…Secondly, we provide the first empirical testing of earlier work by (Saunders, 2015), who posited the principles of an ideal-type high-reliability organisation and the notion of high reliability project organising . This approach is consistent with Reich et al's (2013) call for project management research not to reinvent theory, but rather use extant theories from the wider domain of organisational theory as a lens through which to view projects.…”

Section: Introductionmentioning

confidence: 56%

“…However there are a number of differences between operations and projects, including the more measured tempo at which projects proceed and the temporary and nonroutine nature of the work (c.f. Lundin & Soderholm, 1995;Reich et al, 2013;Turner & Mueller, 2003). Finally, Schatzki (2006) contends that a key influence on organisational action is its sense of memory of practices and structures that have served it previously and this memory may simply not be present in a newly forged project organisation.…”

Section: Discussionmentioning

confidence: 99%

“…Saunders (2015) argued that safety-critical projects -like operations -are complex, highly consequential, and under tremendous pressure to deliver safe outcomes. However, there remain a number of key differences between operations and projects, including the non-routine and temporary nature of project work and the strong change mandate that drives many projects (Reich et al, 2013;Turner & Mueller, 2003;Williams, 2009). Safety-critical projects also typically progress at a more measured pace, are more loosely coupled and less highly dynamic than an active operational context such as the real-time operating environment of a nuclear power plant.…”

Section: Introductionmentioning

confidence: 99%

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Responding to project uncertainty: Evidence for high reliability practices in large-scale safety–critical projects

Saunders

Gale

Sherry

2016

International Journal of Project Management

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In large-scale safety-critical projects unforeseen events and uncertainties must be carefully managed to safeguard the integrity of the end product and deliver projects to time and cost. Based on 47 'vignettes' of uncertainty across projects in two safety-critical sectors, this study provides an empirical examination of whether practices consistent with theories of high reliability organising are adopted by project managers as a response to project uncertainty. Our findings are that confronting uncertainties in safety-critical projects does involve many high reliability practices. Respondents expressed a sense of balancing competing demands, and provided evidence of learning, acting mindfully, avoiding over-rigid processes, and of upholding constructive tensions, conceptual slack and close interdisciplinary working.However these practices are often fragile in nature and dependent on key individuals. There are also differences between the two sectors studied, with more widespread evidence of high reliability project organising in civil nuclear than in aerospace projects.

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Section: Introductionmentioning

confidence: 56%

Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Responding to project uncertainty: Evidence for high reliability practices in large-scale safety–critical projects

Saunders

Gale

Sherry

2016

International Journal of Project Management

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“…To further sharpen and support these arguments, a consideration of ontological security and, that spectre of social science, Weber's (1904) 'Iron Cage', are presented. The conclusions of the paper draw together these arguments and form the basis for positioning a new theoretical and analytical lens within the previous and contemporary calls for theoretical development and maturity in project and construction management research (Seymour et al: 1997, Reich et al: 2013. It is hoped that such an approach will be of assistance to academics, policymakers and professionals alike.…”

Section: Introductionmentioning

confidence: 73%

Understanding construction reform discourses

Smiley

Fernie

Dainty

2014

Construction Management and Economics

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Attempts to drive change and reform of the UK construction industry have been an ongoing concern for numerous stakeholders, both in government and across industry, for years. The issue is a seemingly perennially topical one which shows little sign of abating.Scholarly analyses of the reform agenda have tended to adopt a Critical Theory perspective. Such an approach, however, lacks a certain nuance and perhaps only reveals one layer of social reality. What is arguably lacking is a more fundamental exposition concerning the historical, social and cultural explanatory forces at play. Whilst it is illuminating to expose vested interests, ideology and power, what has led to the development of various views? How have they come to achieve such high accord in discussions? Drawing on the works of Max Weber, Georg Simmel and Barbara Adam, this paper seeks to develop a broader theoretical lens. It considers the wider sociocultural structures and forces that influence behaviour, shape and constrain these views. This approach will contribute to a much needed broader philosophical and theoretical debate within the Construction Management community (and beyond) on the need to better engage with, and understand, the sources influencing the issue of policy formulation and diffusion.

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“…Given the importance of safety-critical industries to modern life, and recent calls in the project management literature to replicate rather than reinvent project management research (Reich et al, 2013), our contribution here is to validate Saunders et al, (2015) exploratory study on a larger and more purposefully selected data set. Based on semi-structured interviews with 30 project management practitioners on 9 large-scale safety-critical projects, ranging in value from £25Million to upwards of £10Billion, it addresses two key research questions: RQ1: What are the different approaches adopted by project management practitioners 2 when faced with project uncertainty in safety-critical projects?…”

Section: Introductionmentioning

confidence: 99%

Dualities and dilemmas: contending with uncertainty in large-scale safety-critical projects

Saunders

Sherry

Gale

2016

Construction Management and Economics

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Uncertainty is a fact of project life. Most decisions that are made on a safety-critical project involve uncertainty, the consequences of which may be highly significant to the safe and timely delivery of the project. Based on interviews with project management practitioners on 9 large-scale civil nuclear and aerospace projects, we explore how uncertainty emerges, and how project management practitioners identify, analyse and act on it. We make three important contributions. First, we present three approaches -structural, behavioural and relational -that individuals and organisations can adopt when contending with project uncertainty. Secondly, we characterise nine dualities at play in the management of project uncertainty and thirdly we identify key differences between how civil nuclear and aerospace project managers confront project uncertainty, which have important implications for how projects might be organised in both these industry sectors. Drawing attention to the structural, behavioural and relational approaches to project uncertainty and the tensions that manifest themselves in each approach should enable the project management community to make progress in environments of high uncertainty where situations are often complex, rapidly changing and confusing, and yet where, for reasons of safety, failure is not an option.

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Developing better theory about project organizations

Cited by 21 publications

References 5 publications

Responding to project uncertainty: Evidence for high reliability practices in large-scale safety–critical projects

Responding to project uncertainty: Evidence for high reliability practices in large-scale safety–critical projects

Understanding construction reform discourses

Dualities and dilemmas: contending with uncertainty in large-scale safety-critical projects

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