In the entrepreneurial world, the diffusion of models of highly project-oriented organisational macro-structure (Hobday, 2000) is associated with the creation of complex products/services, which for their development require competences localized in different functional areas and, typically, in markets characterized by a high rate of exchange and by high-technological uncertainty (Gann e Salter, 1998).Research into the subject of project manageme nt has progressively assumed a more markedly multi-disciplinary connotation by creating in a broad sense growing interest among scholars of organisational and managerial disciplines. With the passing of time Project Management has become an instrument utilized to bring activities to a close which could not be managed efficaciously by traditional organizational structures. Seen from this viewpoint certain authors (Clarke, 1999) have defined Project Management as a lever for introducing change, that is to say an operational instrument for modifying a classical bureaucratic and functional structure through the introduction of figures of integration, which work according to horizontal-type logics in support of the performance of traditional activities.
The interpretation of project groups / Mangia, Gianluigi; Canonico, Paolo; E., De Nito. - (2008). (Intervento presentato al convegno IFSAM (International Federation of Scholarly associations of management) Fusion and Development of East and West Management tenutosi a Shanghai - CHINA nel 26-28 Luglio 2008).