مقاله انگلیسی رایگان در مورد طراحی پروژه استراتژیک بین سازمانی از طریق روابط قدرت و متد استراتژیک – الزویر ۲۰۲۲

مقاله انگلیسی رایگان در مورد طراحی پروژه استراتژیک بین سازمانی از طریق روابط قدرت و متد استراتژیک – الزویر ۲۰۲۲

 

مشخصات مقاله
ترجمه عنوان مقاله شکل دادن به پروژه های استراتژیک بین سازمانی از طریق روابط قدرت و شیوه های استراتژیک
عنوان انگلیسی مقاله Shaping interorganizational strategic projects through power relations and strategic practices
انتشار مقاله سال ۲۰۲۲
تعداد صفحات مقاله انگلیسی ۱۳ صفحه
هزینه دانلود مقاله انگلیسی رایگان میباشد.
پایگاه داده نشریه الزویر
نوع نگارش مقاله
مقاله پژوهشی (Research Article)
مقاله بیس این مقاله بیس میباشد
نمایه (index) Scopus – Master Journal List – JCR
نوع مقاله ISI
فرمت مقاله انگلیسی  PDF
ایمپکت فاکتور(IF)
۹٫۰۵۳ در سال ۲۰۲۰
شاخص H_index ۱۵۳ در سال ۲۰۲۲
شاخص SJR ۲٫۴۹۵ در سال ۲۰۲۰
شناسه ISSN ۰۲۶۳-۷۸۶۳
شاخص Quartile (چارک) Q1 در سال ۲۰۲۰
فرضیه ندارد
مدل مفهومی دارد
پرسشنامه ندارد
متغیر ندارد
رفرنس دارد
رشته های مرتبط مدیریت
گرایش های مرتبط مدیریت پروژه – مدیریت استراتژیک
نوع ارائه مقاله
ژورنال
مجله  مجله بین المللی مدیریت پروژه – International Journal of Project Management
دانشگاه Delft University of Technology, the Netherlands
کلمات کلیدی قدرت – نظم و تضاد – تغییر استراتژیک – پروژه بین سازمانی
کلمات کلیدی انگلیسی power – order and conflict – strategic change – interorganizational project
شناسه دیجیتال – doi
https://doi.org/10.1016/j.ijproman.2022.03.008
کد محصول e16711
وضعیت ترجمه مقاله  ترجمه آماده این مقاله موجود نمیباشد. میتوانید از طریق دکمه پایین سفارش دهید.
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فهرست مطالب مقاله:
Abstract
۱٫ Introduction
۲٫ Interorganizational projects: order and conflict, power, and strategy
۳٫ Methods
۴٫ Context
۵٫ Findings
۶٫ Discussion
۷٫ Conclusions
References

بخشی از متن مقاله:

Abstract

     Power in interorganizational strategic projects, used for implementing strategic change, is essential but not well understood. This paper devises a conceptual framework in which power relations, strategic practices and an order and conflict view are integrated. An ethnoventionist approach, including ethnography and interventions, is used to show power relations and strategic practices in an interorganizational change project. This project aimed to improve the collaboration between nine organizations in the joint building of subsurface utilities and telecom networks. The findings show four relevant power relations and the delegating of power from top managers to shop-flow workers, which triggered middle managers to constrain the change process. implementation of these innovations. Theoretically, the study contributes to the debate on interorganizational strategic projects with a conceptual framework including power relations, strategic practices and the order and conflict view, demonstrating the long-term effects of strategic change projects.

Introduction

     Interorganizational projects and programs have frequently been used for driving strategic change in the collaboration between two or multiple organizations (Bresnen et al., 2005; Cropper & Palmer, 2008; Kornberger & Clegg, 2011; Sydow & Braun, 2018). The configuration of interorganizational projects as groups of firms that interact to coordinate their efforts for a complex service or product during a finite period of time (Sydow & Braun, 2018), may give rise to disagreement, discord and power struggles between project actors. Namely, in such projects interactions between actors and their power positions are situated within nested and overlapping institutional contexts, providing unclear guidelines for interaction and expectations on power, thus resulting in conflicts over multiparty strategic goals (Levina & Orlikowski, 2009). Notwithstanding their strategic intentions, the reality of interorganizational projects is one of continuing conflicts (Marshall, 2006), imbued with power issues (Huxham & Beech, 2008).

Conclusions

     In this paper we focused upon the research question of how power relations and strategic practices of project actors shaped the interorganizational strategic change project IA. To answer the question we used an ethnoventionist approach (Van Marrewijk et al., 2010) to study the IA from its inception in 2012 until its termination in 2017. To unearth and understand the power relations and strategic practices responsible for the failure of the interorganizational strategic project, we developed a conceptual framework in which an order and conflict view (Burrell & Morgan, 1979) is connected to the concepts of power as a relational effect (Clegg, 1989) and to strategy as a practice (Burgelman et al., 2018). This framework helped to reveal a multi-actor and multi-level strategic change process in which ordering and conflicting strategic practices of top managers, middle managers and shop-floor employees, all in their own way, finally contributed to the project’s failure to achieve its strategic goals. These strategic practices were triggered by, or tried to harmonize, four power relations in the project; (1) between public and private operators, (2) between operators and contractors, (3) between top management and shop-floor workers, and (4) between project and permanent organization.

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