Practices of isolation: The shaping of project autonomy in innovation projects

Abstract

A project's autonomy, the degree to which a project can evolve without constant interference from the parent organization, is a key feature of innovation projects. The literature treats autonomy as a passive phenomenon and underestimates how projects as temporary organizations interact with more permanent forms of organizations. A dynamic and contextually sensitive understanding of project autonomy is valuable; autonomy can change over the course of the project's lifecycle and evolve into extreme isolation. We show how autonomy is shaped through practices of isolation and how this influences project outcomes. Two innovation projects were studied through qualitative-interpretive methods and we analyzed symbolic, discursive and spatial practices of isolation. These practices facilitate the exploration of innovations but limit the transmission of these innovations to the parent organization. We contribute to the literature on temporary organizations and project-to-parent integration by illustrating and theorizing the role of practices of isolation in this process.

Sustainability Transition through Dynamics of Circular Construction Projects

“…These orientations are situational, as actors can shift between different mindsets, depending on what they deem suitable in a specific situation. In line with earlier findings [9,38], our study shows that interorganizational projects have the potential to shift project actors' mindsets. Actors from different organizations bring in different work practices, narratives, norms, and values [15], which creates an opportunity for exchange.…”

“…Especially, literature on interorganizational projects is interesting as a circular construction project can be understood as a temporary space where interactions between niche and regime take place, which can therefore be a potential portal for mainstreaming niche innovations [28]. From this literature, we learn that interorganizational projects are constituted by multiple practices, embodied in and accomplished by various actors, from different organizations and allow for the creation of innovations and change (e.g., [8,9,14,38]). Furthermore, in such projects, actors from different organizations bring along different work practices, narratives, norms, and values that shape changes [15].…”

“…Certain autonomy is needed for innovative projects, but too much autonomy results in project isolation with no translation of innovation from temporary to permanent organization [9]. Therefore, a recursive connection with top management and the permanent organization is crucial for successful circular construction projects, which might mean that employees with a different profile, more oriented toward maintaining relations between temporary and permanent organizations, are needed [9]. Lastly, project management offices have been used to commission projects, not only based on the traditional triangle of scope, budget, and time, but also on the value of circularity.…”

“…Interorganizational projects, therefore, are interesting settings for innovation, as members of diverse organizations with different work practices and cultures work together over a limited period of time [8]. Innovative solutions learned in these projects can stimulate change in participating permanent organizations [9] and larger sociotechnical systems [10]. By doing so, they create tensions in terms of the institutional context of the construction sector.…”

Moderating Role of Project Innovativeness on Project Flexibility, Project Risk, Project Performance, and Business Success in Financial Services

“…The conceptualization of innovativeness differs across a different literature and is context-based (Szymanski et al, 2007). Innovativeness has been determined as one of the dimensions for entrepreneurial orientation in organizational behavior literature (Atuahene-Gima and Evangelista, 2000;García-Villaverde et al, 2018), whereas few researchers studied innovativeness as a unidimensional construct centered around project requirement (Dewar and Dutton, 1986;Ritala and Hurmelinna-Laukkanen, 2013;Lu et al, 2017;Berggren, 2019;Willems et al, 2020). Project Innovativeness is measured based on the technological dimension with three items (a = 0.771) suggested by Gemünden et al (2005); for example project has latest technological principle, project has maximized performance, and existing technology is used to great extent.…”