Interorganizational design for collaborative governance in co-owned major projects: An engaged scholarship approach
By: Brunet, Maude Petit, Marie-Claude and Romero-Torres, Alejandro
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Material type: 
BookPublisher: Project Management Journal Description: 55(5), Oct, 2024: p.580-598.Subject(s): Organizational design, Collaborative governance, Major projects, Engaged scholarship, co-ownership
In:
Project Management JournalSummary: Co-ownership of major projects increases organizational complexity but remains underexplored in project studies. This article examines these complexities, employing an engaged scholarship approach with a group of practitioners facing a significant challenge regarding collaborative governance of a major project. This approach enables us to develop a framework for major projects, which includes four types of collaborative governance mechanism: sensemaking, structural, procedural, and relational. Our work has implications for interorganizational design, suggesting that a project management office (PMO) could play a leadership and integrative role in collaborative governance.- Reproduced
https://journals.sagepub.com/doi/full/10.1177/87569728231208853
| Item type | Current location | Call number | Vol info | Status | Date due | Barcode |
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Articles
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Indian Institute of Public Administration | 55(5), Oct, 2024: p.580-598 | Available | AR134931 |
Co-ownership of major projects increases organizational complexity but remains underexplored in project studies. This article examines these complexities, employing an engaged scholarship approach with a group of practitioners facing a significant challenge regarding collaborative governance of a major project. This approach enables us to develop a framework for major projects, which includes four types of collaborative governance mechanism: sensemaking, structural, procedural, and relational. Our work has implications for interorganizational design, suggesting that a project management office (PMO) could play a leadership and integrative role in collaborative governance.- Reproduced
https://journals.sagepub.com/doi/full/10.1177/87569728231208853
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