Making the future perfect: constructing the Olympic dream

The ‘slippery’ concept of ‘culture’ in projects: towards alternative theoretical possibilities embedded in project practice

“…This includes some particular myths negotiated for the project about the client, the champion, the glory or significance, celebrations, commemorations, or mourning. (see also Clegg et al, 2006). For us, projects are sites where project members engage in and experience specific practices, in webs of agency and power, conducive to multiple identity formation, dynamics and genealogies over time.…”

Fading Glory? Decision-Making around the Project — How and Why ‘Glory’ Projects Fail

“…It may therefore be helpful to view decision-making within project governance -particularly in addressing the technological sublime -as an art form, as implied by Foucault's concept of the art of government and ‗governmentality' as the design of a more collective and practical consciousness within which to make sense (Clegg et al, 2006). The art of governance of glory IT/IS projects can be understood, therefore, as an amalgam of technology, rationality and knowledge present (used and reproduced) in concrete project settings, providing the participating agents with the ontology (shared/negotiated reality), a way of being which determines what we see and therefore what is, for us, logical to do, or what is possible to achieve (Braun and Castree, 1998).…”

The Art of Managing Relationships in Interorganizational Collaboration

“…Interorganizational collaboration (IOC) goes by many names such as strategic alliances, joint ventures, networks and partnerships. In this paper we restrict ourselves to one form of interorganizational collaboration-that of project based alliancing where two or more organizations come together to form a separate but temporary entity to complete a specified project, which we refer to as an "alliance" (Clegg et al 2002). It is only relatively recently that academics have attempted to theorise about the ontological and epistemological basis of IOC; see, for instance, the two special issues on collaboration that appeared in the Journal of Applied Behavioral Science in 1991 (vol.…”

“…What is important in the design of the interorganizational collaboration is that organizations are able to respond to, rather than control, environmental uncertainty (Clegg et et., 2002;Huxham and Vangen, 2000).…”

“…Thus in this paper we present what we call "the building blocks of interorganizational synthesis". These building blocks are the most critical aspects to interorganizational synthesis and are based upon the last five years of in-depth research we have conducted into interorganizational collaboration (see Pitsis, Clegg, Rura-Polley and Marosszeky, 2001;Clegg, Pitsis, Rura-Polley, and Marosszeky, 2002;Pitsis, Clegg, Marosszeky and Rura-Polley, 2003) across a number of projects in the construction, meetings, and events industries.…”