Making sense of stakeholder values emergence

Mills, Grant R.; Austin, Simon A.

doi:10.1080/21573727.2014.940895

Cited by 9 publications

(9 citation statements)

References 92 publications

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“…Using the value theory in such way requires knowledge of which values employees prioritize and what aspects of the change are relevant for the particular values. The model still requires empirical testing, however, studies in the project management field suggests that Schwartz's theory is a fruitful basis for communication strategies (Långstedt et al, 2017;Mills & Austin, 2014;Mills et al, 2009).…”

Section: Discussionmentioning

confidence: 99%

Basic Values and Change: A Mixed Methods Study

Långstedt

Manninen

2020

Journal of Change Management

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Working life is expected to become increasingly dynamic at the expense of routine work. This paper examines how the values of work units relate to changes that make work more dynamic or more structured. Drawing on a mixed-methods design, the paper examines how values that conflict with change objectives relate to challenges when implementing the changes. The paper explains in what situations and why values are relevant for change management. The paper contributes to change management by explicating the role of values when changes in the workplace are implemented and presents a model for integrating values into change communication. MAD statement This paper makes a difference by highlighting that an important aspect of change readiness and resistance relates to the consequences that changes have for the fulfilment of basic values. Attitudes to change are thus dependent on how the change process and objective 'fits' the change recipients' values. Building on multiple real-life examples, the paper describes how misalignments between values and changes create challenges for change initiatives. A model that practitioners can use to alleviate potential misalignments by incorporating basic values in their change communication is presented and discussed.

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Section: Discussionmentioning

confidence: 99%

Basic Values and Change: A Mixed Methods Study

Långstedt

Manninen

2020

Journal of Change Management

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“…Expertise is not fully shared, and so sense-making between participants is necessary (Weick, 1969;Mills, 2014). A PM may have to work with others to develop key accounts, although Smyth (2015) found misalignment between the "convergent" thinking of PMs and "divergent" thinking of business development managers (BDMs).…”

Section: Expectations and Stakeholders In The Management Of Projectsmentioning

confidence: 99%

“…Some customers will be engaged from the outset (e.g. to define expectations in bidding), other project stakeholders may not express their expectations until much later in the project (Mills and Austin, 2014). From the perspective of the contractor, emergent customer and wider stakeholder requirements are often seen as deviations, resulting in risk (and so rejected), rather than as an investment in repeat business, market reputation and learning opportunities (Hällgren and Söderholm, 2010).…”

Section: Expectations and Stakeholders In The Management Of Projectsmentioning

confidence: 99%

Managing value co-creation/destruction: a longitudinal education capital programme/project case study

Mills

Razmdoost

2016

Construction Management and Economics

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Drawing on a longitudinal empirical study of an education capital programme/project, this paper investigates value interactions at the interface between programme customers, project stakeholders and construction providers. It provides empirical evidence that value formation is not only associated with value co-creation, but also with value co-destruction. The case study showed that a mature and synergistic network relationship (that successfully aligned the expectations of a strong key account management team (KAM team), multi-headed customer and wider project stakeholders) could, if not well managed, turn into incongruent relationships, relationship uncoupling and resource withdrawal.These findings suggest that project managers must drive strong KAM team relationships, so that they can align and adapt to customer requirements, and control the response to often changing wider stakeholder expectations.

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“…A abordagem com ênfase na cultura do projeto está relacionada ao conjunto de valores dos indivíduos e da estrutura da organização. As pesquisas analisam os impactos dessas características no processo de avaliação e criação do valor do produto ao longo do desenvolvimento do projeto (Mills & Austin, 2014). Com a identificação do impacto desses fatores, modelos, programas e estruturas são desenvolvidos, para a gestão da cultura de projeto.…”

Section: Cultura E Criatividade Na Gestão De Projetos: Indústrias Tra...unclassified

Cultura e Criatividade na Gestão de Projetos: Balanço e Perspectivas para a Pesquisa Acadêmica

Freitas¹,

Davel²

2022

SCG

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Criatividade e cultura são dimensões fundamentais na gestão de projetos, mas a produção acadêmica permanece dispersa e fragmentada. O objetivo deste artigo é consolidar uma compreensão integrada da produção acadêmica sobre a dimensão criativa e cultural da gestão de projetos proporcionando novos caminhos para pesquisas futuras. A fundamentação metodológica da pesquisa é baseada em um levantamento sistemático das publicações no campo da gestão de projetos em bases de dados nacionais e internacionais. Os resultados estabelecem um entendimento sobre a cultura e criatividade na gestão de projetos a partir de dois contextos: a indústria tradicional e indústria criativa. O artigo contribui para o avanço do conhecimento em gestão de projetos tanto no âmbito científico quanto no prático. No campo científico, ao elaborar uma visão consolidada da cultura e criatividade em gestão de projetos, os resultados promovem uma estrutura de apoio para estimular e aprimorar a realização de novas pesquisas. Além disso, as perspectivas da prática e da criatividade distribuída são apresentadas como fonte potencial para renovar a produção acadêmica. O conhecimento produzido nesta pesquisa pode auxiliar gestores(as) de projetos em sua prática, especialmente os(as) que atuam no campo das indústrias culturais e criativas. Por fim, o conteúdo gerado fornece uma base mais adequada e refinada de conhecimentos para orientar as práticas educação e de qualificação profissional e para melhor orientar os(as) gestores(as) de projetos criativos no âmbito da cultura e da criatividade.

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Making sense of stakeholder values emergence

Cited by 9 publications

References 92 publications

Basic Values and Change: A Mixed Methods Study

Basic Values and Change: A Mixed Methods Study

Managing value co-creation/destruction: a longitudinal education capital programme/project case study

Cultura e Criatividade na Gestão de Projetos: Balanço e Perspectivas para a Pesquisa Acadêmica

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