Translation and convergence in projects: an organisational perspective on project success
- Lookup NU author(s)
- Dr Neil Alderman
- Chris Ivory
|
|
|
|
| Author(s) | | Alderman N, Ivory C |
| Publication type | | Article |
| Journal | | Project Mangement Journal |
| Year | | 2011 |
| Volume | | 42 |
| Issue | | 5 |
| Pages | | 17-30 |
| ISSN (print) | | 8756-9728 |
| ISSN (electronic) | | 1938-9507 |
|
|
|
| Full text for this publication is not currently held within this repository. Alternative links are provided below where available. |
|
|
|
|
| A range of theories (actor-network theory, multinodality, and sense making) are drawn together into a single model of project management processes in order to discuss project success and failure. It is argued that success and failure can be characterized in terms of a continuum between project convergence and divergence. The causes of divergence and convergence are discussed with reference to the above theories using four illustrative case studies. |
|
|
|
| Publisher | | John Wiley & Sons, Inc. |
| URL | | http://dx.doi.org/10.1002/pmj.20261 |
| DOI | | 10.1002/pmj.20261 |
|
|
Actions | |   |
