000			01475pab a2200217 454500
008			180718b2004 xxu||||| |||| 00| 0 eng d
100			_aBresnen, Mike
245			_aEmbedding new management knowledge in project-based organizations
260			_c2004
300			_ap.1535-555.
362			_aNov
520			_aThe 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.
650			_aKnowledge management
650			_aOrganizations
650			_a Public administration
650			_aProject management
700			_aSwan, Jacky
700			_aGoussevskaia, Anna
773			_aOrganization Studies
909			_a63773
999			_c63773 _d63773