Organizational enablers for project governance and governmentality in project-based organizations

Enablers for Organizational Project Management in the Chinese Context

“…The allocation of authority and responsibility should be flexible and based on project conditions and participants’ capabilities, so as to align project tasks to the right participants. This embodies the ambidexterity of flexibility and standardization in the management of OEs (Müller et al, ).…”

“…First, the OEs should satisfy the criteria of firm‐specificity, costly to trade among organizations and immobility (Amit & Schoemaker, ). Second, OEs for project, program, and portfolio management are located in different strategic positions, and should be identified for each hierarchy separately (Müller et al, ). The higher the governance hierarchy, the more flexible, people orientated and cultural orientated the OEs should be (Müller et al, ).…”

“…However, there is a lack of theoretical understanding about OEs, especially in the Chinese context (Jia et al, ). In the exploration and exploitation of OEs, management practices precede theory development (Müller, Pemsel, & Shao, ). In this sense, we believe that it is essential to integrate practical implications in our research on OE in the Chinese context.…”

“…Related topics (OPM, organization strategy, business value, and so forth) have also gained increasing emphasis in recent editions of the PMBOK® Guide . Generally, OE is an important and emerging topic in project management research and practice (Müller et al, , ; Silva, Tereso, Fernandes, & Pinto, ). Numerous researchers have proposed various lists of related organizational factors; however, there is a lack of a widely accepted factor system (Mathur et al, ; Pasian et al, ).…”

Fighting Knowledge Sharing Hostility in Post-Soviet Kazakhstan

“…Therefore, the proposed knowledge governance mechanisms (KGM) have been considered as an important antecedent of knowledge related processes (Foss, 2013). Previous literature on KGM has been examined from a variety of perspectives such as partnership (Felin et al, 2009), project management (Müller et al, 2014b), organizational structure (Caimo and Lomi, 2014), work design, training and development programs, reward systems (Caligiuri, 2014), socialization practices (de Araújo Burcharth and Fosfuri, 2014) and people management practices (Cabrera and Cabrera, 2005), Only a few studies focused on developing more sophisticated (comprehensive) KGMs to promote knowledge sharing behavior.…”