The ritualization of transitions in the project life cycle: A study of transition rituals in construction projects

Ende, Leonore van den; Marrewijk, Alfons van

doi:10.1016/j.ijproman.2014.02.007

Cited by 30 publications

(41 citation statements)

References 37 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…This mapping was set against the predefined time boundary of the case studies’ life cycle stages and monthly business rhythm. These objective clock-time markers acted as the base framework for this exercise, but this was also supported by the identification of ‘transitional rituals’ in line with the work of van den Ende and van Marrewijk (2014) who suggest that…”

Section: The Life Cycle Model Transitions and Organizational Routinesmentioning

confidence: 67%

“…These interpretations support recent efforts in the project management literature to focus on the dynamic nature of temporary organising and transition (Bakker, et. al., 2016;van den Ende and van Marrewijk, 2014;Jacobsson et. al., 2013) by drawing attention to the actuality of the performing and patterning of actions across the predefined time boundary (Feldman, 2016).…”

Section: Discussionmentioning

confidence: 99%

“…Transition itself is not a new concept. Transition has been used in the understanding of societal changes more generally (Abbott, 2003), the dynamics of group development (Gersick, 1988), the role of transitional rituals (van den Ende & van Marrewijk, 2014), and from projects to operations (Zerjav et al, 2018). As work and society become more transient in nature (Lundin et al, 2015), there has been a reawakening of the concept of ‘liminality’ (Söderlund & Borg, 2018).…”

Section: The Life Cycle Model Transitions and Organizational Routinesmentioning

confidence: 99%

“…al., 2017;Samset and Volden, 2016;Eriksson, 2015;Bresnan et al, 2005;Bygballe and Swärd, 2019). As highlighted in the call for papers for this edition, 'transition-related project phenomena remain remarkably under-investigated' and that despite recent efforts to understand the transition through the life cycle, such as decisions between the temporary and the permanent organisation (Jacobsson et al, 2013), transitional rituals at stage boundaries (van den Ende and van Marrewijk, 2014), and handover to operations (Zerjav, et. al., 2018), what is lacking is empirical evidence of 'how' project organisations accomplish the re-creation of these patterns of action as they transition across an ex-ante defined life cycle stage boundary.…”

Section: Introductionmentioning

confidence: 99%

“…As highlighted in the call for papers for this edition, “transition-related project phenomena remain remarkably under-investigated” (Locatelli et al, 2018). Extant research has addressed transition decisions between the temporary and the permanent organization (Jacobsson et al, 2013), transitional rituals at stage boundaries (van den Ende & van Marrewijk, 2014), and handover to operations (Zerjav et al, 2018). What is lacking, however, is an understanding of how project organizations accomplish the re-creation of these patterns of action—or routines—as they transition through an ex-ante defined life cycle stage boundary.…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Re-Creating Organizational Routines to Transition Through the Project Life Cycle: A Case Study of the Reconstruction of London’s Bank Underground Station

Addyman

Pryke

Davies

2020

Project Management Journal

View full text Add to dashboard Cite

This article provides new insights into the project life cycle by proposing an alternative image to the predefined time boundary between life cycle stages. It makes a theoretical contribution by identifying how project organizations re-create patterns of action—organizational routines—as they transition through life cycle stages. It presents the findings of an autoethnographic empirical study and, through the lens of routine dynamics, contributes to the project management literature by identifying a five-stage process model of transitioning and the generative mechanisms involved in re-creating patterns of action.

show abstract

Section: The Life Cycle Model Transitions and Organizational Routinesmentioning

confidence: 67%

Section: Discussionmentioning

confidence: 99%

Section: The Life Cycle Model Transitions and Organizational Routinesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Re-Creating Organizational Routines to Transition Through the Project Life Cycle: A Case Study of the Reconstruction of London’s Bank Underground Station

Addyman

Pryke

Davies

2020

Project Management Journal

View full text Add to dashboard Cite

show abstract

Connecting the ‘Demand Chain’ with the ‘Supply Chain’

Addyman¹

2019

Successful Construction Supply Chain Management

View full text Add to dashboard Cite

Designing the transition to operations in large inter‐organizational projects: Strategy, structure, process, and people

Zhang,

Denicol,

Chan

et al. 2023

J of Ops Management

View full text Add to dashboard Cite

The transition from projects to operations requires a spanning from more temporary, goal‐oriented, and evolving organizational forms to more permanent, routine, and ongoing organizational forms. A question of practical and theoretical significance is how to organize the transition to operations in large inter‐organizational projects. To answer this question, we conducted a longitudinal case study of Beijing Daxing International Airport, which is the largest transportation hub in China to date, and provides rich evidence for successfully managing the transition to operations. By analyzing the organizational design strategy, structures, processes, and management of people in the transition, we provide a synthetic framework for designing the transition to operations in large inter‐organizational projects. The framework provides a set of considerations to design organizational boundaries that build connections, emphasize coordination, and achieve continuity between projects and operations. This study contributes to the nexus of operations management and project management and the organizational design of large inter‐organizational projects.

show abstract

The ritualization of transitions in the project life cycle: A study of transition rituals in construction projects

Cited by 30 publications

References 37 publications

Re-Creating Organizational Routines to Transition Through the Project Life Cycle: A Case Study of the Reconstruction of London’s Bank Underground Station

Re-Creating Organizational Routines to Transition Through the Project Life Cycle: A Case Study of the Reconstruction of London’s Bank Underground Station

Connecting the ‘Demand Chain’ with the ‘Supply Chain’

Designing the transition to operations in large inter‐organizational projects: Strategy, structure, process, and people

Contact Info

Product

Resources

About