01383nam a22001697a 4500999001900000008004100019100004700060245008800107260003200195300003200227520068700259650009400946773003201040906002701072942000701099952010701106  c519801d519801220509b           ||||| |||| 00| 0 eng d  aWynn, C., Smith, L. and Killen, C. 933068  aHow power influences behavior in projects: A theory of planned behavior perspective  aProject Management Journal   a52(6), Dec, 2021: p.607-621  aWhile the effect of power on organizations has been well researched, how power influences behavior in projects is less well understood. Taking a case-study approach and using the Theory of Planned Behavior (TPB), we traced the thoughts of project managers subject to power, particularly those who resisted. We discovered that power bore down on project managers through new injunctive norms, encouraging them either not to resist or eventually to compromise and yield to new norms that changed their experiential attitudes. The TPB brings a new perspective to project management research, illustrating how power affected project managers’ behavior and influenced project outcomes.  aGovernance of projects, Organizational culture, Power and influence, Team behavior931005  aProject Management Journal   aORGANISATIONAL CULTURE  cAR  00102ddc40709393873aIIPAbIIPAd2022-05-09h52(6), Dec, 2021: p.607-621pAR126600r2022-05-09yAR