Understanding operations strategizing in project-based organisations: middle managers’ interaction and strategy praxis

Koch, Christian; Sage, Daniel; Dainty, Andrew R.J.; Simonsen, Rolf

doi:10.1080/21573727.2015.1048682

Cited by 14 publications

(26 citation statements)

References 60 publications

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“…Ceci est particulièrement vrai pour le contexte spécifique des organisations publiques qui se sont engagées dans des changements en profondeur qui redéfinissent les modes de gouvernance et l'offre de services publics (Ferlie et al, 2003). En effet, les études portant plus spécifiquement sur les cadres intermédiaires ont surtout été effectuées dans des entreprises privées, soit dans le secteur de la construction, de la création ou encore au sein de multinationales (Balogun et Johnson, 2004;Koch et al, 2015;Rouleau, 2005;Rouleau et Balogun, 2011). Or, la prise en compte du contexte s'avère critique puisque les pratiques stratégiques sont façonnées par des contextes institutionnels sociohistoriques bien définis qui influencent la formulation de la stratégie (Rouleau, 2013;Seidl et Whittington, 2014).…”

Section: Introductionunclassified

Exercer son rôle stratégique dans les organisations pluralistes : le cas des cadres intermédiaires du réseau de la santé1,2

Côté

Denis

2019

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Cet article porte sur le rôle stratégique des cadres intermédiaires dans les organisations pluralistes du secteur de la santé. Il vise à rendre compte de la complexité de leur travail stratégique en période de changements. L’analyse a permis d’établir trois attributs du strategizing3, c’est-à-dire des activités qui sont influencés par la nature imposée ou participative du changement : 1) la création d’un réseau d’alliances; 2) la négociation des valeurs; et 3) les micro pratiques quotidiennes.

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Section: Introductionunclassified

Exercer son rôle stratégique dans les organisations pluralistes : le cas des cadres intermédiaires du réseau de la santé1,2

Côté

Denis

2019

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“…However, it has been observed internationally that the LPS has been implemented under different names (Koch et al, 2015;Kalsaas et al, 2014). In Norway, construction practitioners call the LPS names such as "Collaborative Planning", and "Collaborative Project Execution" among others .…”

Section: Introductionmentioning

confidence: 99%

“…Previous studies on LPS/CP practice in the UK construction industry seem to only report pilot studies and are organisation specific (Koch et al, 2015;Drysdale, 2013;BRE, 2006;Johansen and Porter, 2003). Most of these studies are too narrow and unable to reflect the current LPS/CP across the major sectors of the UK construction industry.…”

Section: Introductionmentioning

confidence: 99%

“…The term "Last Planner" and "Last Planner System" are also used (Koch et al, 2015;Johansen, 2003). It has been speculated that the application of the LPS is stalled at collaborative planning/collaborative programming and it is viewed only as a scheduling tool in the UK (Sarhan and Fox, 2013;Mossman, 2009).…”

Section: Introductionmentioning

confidence: 99%

“…In the UK, the term "Collaborative Planning" (Koch et al, 2015;BRE, 2006) is used to describe an approach to delivering construction projects from a PPM perspective. The term "Last Planner" and "Last Planner System" are also used (Koch et al, 2015;Johansen, 2003).…”

Section: Introductionmentioning

confidence: 99%

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The relationship between the last planner® system and collaborative planning practice in UK construction

Daniel

Pasquire

Dickens

et al. 2017

ECAM

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Purpose -The purpose of this study is to identify how the newly emerging UK practice of "Collaborative Planning" (CP) for construction project delivery aligns with the advocated principles of the Last Planner System (LPS) of production planning and control. Design/methodology/approach -A mixed, qualitative, exploratory approach was adopted for the study. This entailed qualitative data through three techniques namely: semi-structured interviews, documents analysis, and structured observation. Thirty in-depth-interviews were conducted over a 12 month period with lean construction consultants, clients, main contractors, and subcontractors drawn from the building, highways and infrastructure and rail sector. Fifteen projects were visited where practices were observed. Findings -The study reveals that the current practice of CP in the UK partially aligns with the LPS principles. Where practitioners have heard of the LPS they believe it to be the same practice as CP. Limitation: This study is limited to 30 interviews, observation of 15 projects and document analysis. The aim of the study is not to generalise the findings, however, since the study examined top construction companies and practitioners in the UK and the findings were consistent across the sample, some conclusions could be made. The study is also limited to examining the construction phase only, future studies should incorporate the design phase. Practical Implication-A clear identification of the elements of current practice compared to the components of the LPS provides a contribution to the future practice of project production planning and management in the construction industry. Social implication -The study highlights a continuing resistance to collaboration within the industry. This resistance is subtly embedded within implemented practices even though they are based on collaborative working for their success. Originality and Value -This is among the first studies in the UK that comprehensively examines and reports the application of Last Planner System/Collaborative Planning practice in construction across the major construction sectors. Future studies could build on the findings from this work to develop an approach/methodology to improve the current practice.

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The pursuit of disruptive innovations by middle managers: effects of the firm’s customer orientation and mastery achievement goals

et al. 2021

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Understanding operations strategizing in project-based organisations: middle managers’ interaction and strategy praxis

Cited by 14 publications

References 60 publications

Exercer son rôle stratégique dans les organisations pluralistes : le cas des cadres intermédiaires du réseau de la santé1,2

Exercer son rôle stratégique dans les organisations pluralistes : le cas des cadres intermédiaires du réseau de la santé1,2

The relationship between the last planner® system and collaborative planning practice in UK construction

The pursuit of disruptive innovations by middle managers: effects of the firm’s customer orientation and mastery achievement goals

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