Change management in project-based organizations--a case study of a construction company

0This article examines how applicable these two frameworks apply to the specific case of a Swedish construction company. By combining Kotter’s (1995) classic eight-step process with Aiken and Keller´s (2009) nine-step method, we attempt to reach new insights into how change management within a project-based organization should be achieved.Project-based organizations are, according to Bresnen (1990), unique, uncertain, and often have short life cycles. Moreover, project-based organizations are characterized by a high level of decentralization, autonomous teams, and a loose connection between projects. Therefore, the managing of such organizations differs a lot from managing a traditional bureaucratic organization (Lindkvist, 2004).At the studied company, Construction Sweden, a new project management tool called Visual Planning has been rolled out and is being introduced in an increasing number of projects. The empirical foundation of this article is based on seven interviews with five site managers and the two
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