000			01264nam a22001577a 4500
999			_c519801 _d519801
008			220509b ||||| |||| 00| 0 eng d
100			_aWynn, C., Smith, L. and Killen, C. _933068
245			_aHow power influences behavior in projects: A theory of planned behavior perspective
260			_aProject Management Journal
300			_a52(6), Dec, 2021: p.607-621
520			_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.
650			_aGovernance of projects, Organizational culture, Power and influence, Team behavior _931005
773			_aProject Management Journal
906			_aORGANISATIONAL CULTURE
942			_cAR