The Role of Project Managers as Improvement Agents in Project-Based Organizations
We propose that the project manager is implicitly expected to participate in and contribute to continuous improvement in project-based organizations (PBOs). This article explores how project management literature treats the project manager in relation to improving overall PBO performance. The results, supported by case study insights, indicate implicit expectations of the project manager to contribute to organization-level PBO improvement. We argue that if organization-level improvement should be part of project management practice in PBOs, as promoted in project management literature, the role of improvement agent needs to be formalized for the project manager
Advertisement
Advertisement
Related Content
-
Project Management Journal
Organizational Justice, Project Performance, and the Mediating Effects of Key Success Factors
Projects are under constant pressure to improve performance, and research is needed to understand the characteristics of high-performing projects. Using the concept of organizational justice as a…
-
Project Management Journal
Beyond Project Closure
While a project design provides several managerial advantages within the project life cycle, there are numerous challenges regarding its long-term effects. The aim of this article is to increase our…
-
Project Management Journal
The Role Of Co-Creation In Enhancing Explorative And Exploitative Learning In Project-Based Settings
We study how co-creation practices influence explorative and exploitative learning in five collaborative construction projects with partnering arrangements. Drawing on a longitudinal case study, our…
Advertisement