The nature and management of crises in construction projects: Projects-as-practice observations

Hällgren, Markus; Wilson, Timothy L.

doi:10.1016/j.ijproman.2007.10.005

Cited by 73 publications

(83 citation statements)

References 19 publications

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“…On the other hand, while practiceoriented approaches to project research accept the idea of learning over the project cycle that involves experiential 'knowing' knowledge (know-how, etc. ), this approach does not seem to achieve a reconciliation with the strengths of traditional explicit project knowledge (Blomquist et al, 2010;Hällgren and Wilson, 2008;Lalonde et al, 2010Lalonde et al, , 2012Sanderson, 2012). Moreover, the issue of continuous knowledge formation as a response to knowledge uncertainty in complex projects is not adequately addressed in the literature, in terms of the implications for how projects are conceptualised and how knowledge can be obtained about them (Thomas, 2000;Winter et al, 2006).…”

Section: Project Management As a Process Of Dynamic Organizing-learnimentioning

confidence: 99%

Knowledge formation and learning in the management of projects: A problem solving perspective

Ahern

Leavy

Byrne

2014

International Journal of Project Management

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In contrast to traditional projects, which are assumed to be fully specified and then executed with little learning anticipated, complex projects cannot be fully specified at the outset and require continuous learning over their life cycles. Nevertheless, the key role of knowledge formation and learning in managing complex projects is under-developed for expanding project capability boundaries to include knowledge uncertainty and indeterminacy.Drawing inspiration from Karl Weick's enactivist ideas and an empirical study of two organizations that developed project capability for complex projects, the paper develops an integrated view of projects and project management that is grounded in problem solving learning and organizing.More specifically, a project is reconceptualised as 'a mode of organizing to accomplish a temporary undertaking' with intrinsic learning. This perspective views complex projects under knowledge uncertainty as learning organizations, with implications for project management theory and practice.

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Section: Project Management As a Process Of Dynamic Organizing-learnimentioning

confidence: 99%

Knowledge formation and learning in the management of projects: A problem solving perspective

Ahern

Leavy

Byrne

2014

International Journal of Project Management

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“…For example, Pitsis et al (2003) analyse the day-to-day activities to understand the "future perfect strategy" of project delivery. Hällgren and Wilson (2008) use a study of fifteen critical events in construction companies to induce insights about the nature of crises and its management in projects. Along the same lines, Söderholm (2008) uses qualitative data from four case projects to induce strategies in which unexpected events are dealt with in projects.…”

Section: Making Sense Of Design Practicesmentioning

confidence: 99%

Design boundary dynamics in infrastructure projects: Issues of resource allocation, path dependency and problem-solving

Žerjav

2015

International Journal of Project Management

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Due to their complexity and high social impact, urban infrastructure projects often face challenges in managing the design decision-making processes across disparate disciplinary and knowledge domain boundaries. This paper introduces the notion of design boundary dynamics to describe the various cross-boundary coordination phenomena associated with organising the design of infrastructure projects. Taking a practicebased theoretical stance, the paper presents findings of qualitative research on the nature and genesis of design boundaries and their relation to the strategic decision-making on a transportation infrastructure project. Findings illustrate the entangled processes, through which the disciplinary, knowledge-domain and stage-based design boundaries emerged as a result of unfolding project practices. Paper identifies the key role of resource allocation constraints, path dependency of project decisions, and problem-solving nature of design and concludes with strategic recommendations for upstream operational integration to mitigate the impact of design boundary dynamics on infrastructure projects.

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“…From a business point of view, crisis is an "unexpected event in an organisation's life, for which there are no contingency plans in place, which threatens high priority goals and demands a time pressure response" (Loosemore, 1998). It should be emphasised that "crisis does not discriminate -small companies or large, specialised or general, each sees its demise at some point" (Hällgren & Wilson, 2008).…”

Section: Relationships Between Business Cycle and Sustainabilitymentioning

confidence: 99%

“…with the nature of a project life cycle, characteristics of a project type, and the organisational framework of an entity. But at the same time, due to equal mechanisms, during project planning and especially project execution, additional opportunities may appear (Hällgren & Wilson, 2008), (Kahn et al, 2013).…”

Section: Organisational Innovations In Crisis Managementmentioning

confidence: 99%

Organisational Innovations in Crisis Management of Project-Based Enterprises

Głodziński

Marciniak

2016

Economics and Business

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-Organisational innovations and crisis management have a lot in common. Crisis may come in many various forms. It can be a result of economic slowdown or recession influencing the industry and, therefore, some of its organisations. However, firm disaster can be a result of wrong management decisions or unexpected events. Each form of crisis has its own causes, which influence the company in a number of ways. The main objectives of the paper are to describe the nature of crisis management in project-based enterprises and to define the scope and role of organisational innovations in it. The conducted research shows that the organisational innovations are the crucial elements of crisis response strategies. Applying organisational innovations, the entity can gain short-term benefits because they aim at improving the flexibility and adaptability of the company and the supervision of the running projects.

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The nature and management of crises in construction projects: Projects-as-practice observations

Cited by 73 publications

References 19 publications

Knowledge formation and learning in the management of projects: A problem solving perspective

Knowledge formation and learning in the management of projects: A problem solving perspective

Design boundary dynamics in infrastructure projects: Issues of resource allocation, path dependency and problem-solving

Organisational Innovations in Crisis Management of Project-Based Enterprises

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