The widespread adoption of project management (PM) is indoubtedly associated with its practical diffusion (Whittington et al., 1999), which is particularly intensive in the case of certain specific industries (Ekstedt et al., 1999). We presented the main results stemming from a research project focused on the analysis of the functioning of the project management within an Italian public organization, traditionally considered highly bureaucratised, in terms of effects produced on control mechanisms
Interpreting projects: bureaucratical mechanisms to enforcecontrol or lever for change? / Mangia, Gianluigi; Canonico, Paolo; E., De Nito; V., Esposito. - (2008). (Intervento presentato al convegno 4th Workshop on making projects critical tenutosi a Stoccolma nel 31 Marzo - 1 Aprile 2008).
Interpreting projects: bureaucratical mechanisms to enforcecontrol or lever for change?
MANGIA, GIANLUIGI;CANONICO, PAOLO;
2008
Abstract
The widespread adoption of project management (PM) is indoubtedly associated with its practical diffusion (Whittington et al., 1999), which is particularly intensive in the case of certain specific industries (Ekstedt et al., 1999). We presented the main results stemming from a research project focused on the analysis of the functioning of the project management within an Italian public organization, traditionally considered highly bureaucratised, in terms of effects produced on control mechanismsI documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.
