01475pab a2200217 454500 180718b2004 xxu||||| |||| 00| 0 eng d Bresnen, Mike Embedding new management knowledge in project-based organizations 2004 p.1535-555. Nov The embedding of new management knowledge in project-based organization is made particularly problematic due to the attenuated links that exist between organization-wide change initiatives and project management practice. To explore the complex processes involved in change in project-based organization, this paper draws upon a case study of change within the UK construction industry. Analysing the case study through the lens of structuration theory (Giddens 1984), the paper examines the complex, recursive relationship that links change in project management practice with the peculiarities of that context. The findings demonstrate that a number of features of project-based organizatin - namely, decentralization, short-term emphasis on project performance and distributed work practices - are critically important in understanding the shaping and embedding of new management practice. - Reproduced. Knowledge management Organizations Public administration Project management Swan, Jacky Goussevskaia, Anna Organization Studies 63773 63773 63773 0 0 0 0 IIPA IIPA 2018-07-19 Volume no: 25, Issue no: 9 AR64223 2018-07-19 2018-07-19 AR