Replacement of the Project Manager Reflected Through Activity Theory and Work–System Theory

Vartiainen, Tero; Aramo‐Immonen, Heli; Jussila, Jari; Pirhonen, Maritta; Liikamaa, Kirsi

doi:10.1007/978-1-4419-7355-9_10

Cited by 4 publications

(5 citation statements)

References 20 publications

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“…It is difficult to generalize about how a work system analyst might proceed differently if using WST/ WSM versus using activity theory since different authors represent activity theory differently. By applying both activity theory and the work system framework to the replacement of project managers, Vartiainen et al (2011) provides an example that could be used in such a comparison.…”

Section: Activity Theorymentioning

confidence: 99%

Work System Theory: Overview of Core Concepts, Extensions, and Challenges for the Future

Alter

2013

JAIS

255

264

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This paper presents a current, accessible, and overarching view of work system theory. WST is the core of an integrated body of theory that emerged from a long-term research project to develop a systems analysis and design method for business professionals called the work system method (WSM). After discussing WST's basic premises and its two central frameworks, this paper summarizes the relationship between WST and WSM. It shows how experience with early versions of WSM led to three extensions of WST that addressed limitations-inuse in one of the central frameworks in WST. After comparisons with related theories, this paper closes with an evaluation of progress to date, new directions for research related to WST, and implications for the IS discipline. The two appendices summarize the long term research from which WST emerged and use a positioning map to show how WST is related to other topics in the IS discipline.

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Section: Activity Theorymentioning

confidence: 99%

Work System Theory: Overview of Core Concepts, Extensions, and Challenges for the Future

Alter

2013

JAIS

255

264

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“…- ------------------------------------------------------------------------------------ ------------------------------------------------------------------------------------Activity theory provides some important ways to interpret our findings. Recall that according to Engeström [15], there has to be a triggering action, such as the conflicting questioning of the existing standard practice in the system, in order to generate learning [14]. This triggering action often occurs due to a contradiction in organizational systems, such as the case when a project is deemed to be in trouble, due to poor initial planning, poor execution, or some combination of both.…”

Section: Discussionmentioning

confidence: 99%

“…This triggering action often occurs due to a contradiction in organizational systems, such as the case when a project is deemed to be in trouble, due to poor initial planning, poor execution, or some combination of both. These contradictions are themselves seen as disturbances in the free running of the activity [15]. Thus, according to Vartiainen et al [9: p. 1830], "disturbances are the symptoms of the underlying contradictions."…”

Section: Discussionmentioning

confidence: 99%

“…In this context, "expansive learning" emerges as a means to address the triggered reaction to a perceived challenge, or, as Vartiainen et al [15: p. 115] put it, "Expansive learning produces culturally new patterns of activity, and the object of the learning activity is the entire system (here the project) in which the learners (here the project members and manager) are working." Through their work, Vartiainen et al [15] specifically connected the process of project manager replacement to activity theory.…”

Section: Literature Review and Theoretical Backgroundmentioning

confidence: 99%

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Drawing New Cards or Standing Pat: Antecedents, Dynamics, and Consequences of Project Manager Replacement

Davis

Maddaloni

Pinto

2023

IEEE Trans. Eng. Manage.

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The majority of projects -even ultimately successful ones -run into significant problems during their development. While organizations have a variety of mechanisms at their disposal to correct projects that are experiencing difficulties, one of the most radical is replacing the project manager. Replacing a project manager 'mid-stream' involves a major change to an on-going project with the potential benefits of onboarding an individual with a different perspective or set of managerial and/or technical skills. Using agency theory as our critical evaluative lens and a qualitative data collection methodology, we interviewed 19 key informants who had experience as part of project manager replacement efforts. This paper reports of the dynamics of replacing project managers, identifying the critical decision criteria and mechanisms involved in such decisions. We found that three themes emerged with regard to project manager replacement decision making: 1) replacement is a common correction practice for troubled projects, 2) replacement is viewed by decision makers and team members alike as a message for change, and 3) in reestablishing processes and trust in governance, project size is an important moderator when deciding on a course of action. We finally propose a process model, based on our analysis, which identifies the critical antecedents, effects, and consequences of project manager replacement.

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“…As applied in activity theory, the concept of activity means linking events to the contexts within which they occur [25]. The process of the creation, use, and utilization of knowledge in networked organizations is not a spontaneous phenomenon [26]. According to socio-cultural historical activity theory, there has to be a triggering action, such as the conflictual questioning of the existing standard practice in the system, in order to generate expansive learning [8], [27], [28].…”

Section: Activity Theorymentioning

confidence: 99%

An Activity Theory Perspective on Creating a New Digital Government Service in Finland

Jussila¹,

Sillanpää²,

Lehtonen³

et al. 2019

Proceedings of the Annual Hawaii International Conference on System Sciences

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Digitalization of government services is a central goal in many countries. At policy-making level, digital government services are often expected to simultaneously reduce cost and provide citizens with better and more versatile services. Development of new digital government services, however, often involves companies, which typically have differences in their approach to the development and implementation of new digital services compared to the public sector. This study applies activity theory as a lens to identify the similarities and differences between the private and public sector in the development and implementation of a new government digital service. The aim is to identify the contradictions that can lead to expansive learning in the activity system encompassing a national level digital government service for the social welfare and healthcare of citizens in Finland.

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Replacement of the Project Manager Reflected Through Activity Theory and Work–System Theory

Cited by 4 publications

References 20 publications

Work System Theory: Overview of Core Concepts, Extensions, and Challenges for the Future

Work System Theory: Overview of Core Concepts, Extensions, and Challenges for the Future

Drawing New Cards or Standing Pat: Antecedents, Dynamics, and Consequences of Project Manager Replacement

An Activity Theory Perspective on Creating a New Digital Government Service in Finland

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