Organizational Enablers for Project Governance

Book description

While corporate culture plays a significant role in the success of any corporation, governance and “governmentality” not only determine how business should be conducted, but also define the policies and procedures organizations follow to achieve business functions and goals. In their book, Organizational Enablers for Project Governance, Ralf Müller, Jingting Shao, and Sofia Pemsel examine the interaction of governance and governmentality in various types of companies and demonstrate how these factors drive business success and influence project work, efficiency, and profitability.

Table of contents

  1. Cover Page
  2. Title Page
  3. Copyright Page
  4. Table of Contents
  5. List of Tables
  6. List of Figures
  7. Executive Summary
  8. Introduction
    1. Study Background
    2. Research Questions
    3. Scope and Objectives of the Study
    4. Institutional Theory
    5. The Management Process
    6. Milestones and Deliverables
  9. Theoretical Perspective and Literature Review
    1. Institutional Theory
    2. Governance
    3. Governance in the Realm of Projects
    4. Governmentality
    5. Organizational Enablers
    6. Projectification
  10. Research Design and Methodology
    1. Research Design
    2. Study 1 Methodology: Systematic Literature Review
    3. Study 2 Methodology: Qualitative Cross-Sectional Study
    4. Study 3 Methodology: The Quantitative Study
    5. Study 4 Methodology: The Longitudinal Study
  11. Case Companies and Narratives
    1. Company A: Small, Sweden
    2. Company B: Medium, Sweden
    3. Company C: Large, Sweden
    4. Company D: Small, China
    5. Company E: Medium, China
    6. Company F: Large, China
  12. Conceptual and Qualitative Studies: Analysis and Results
    1. Results from Study 1: Systematic Literature Review
    2. Results from Study 2: The Qualitative Study
    3. Results from Study 4: The Longitudinal Study
  13. Quantitative Study: Analysis and Results
    1. Part 1: Analyses at the Level of Project Governance, Governance of Projects, and Governmentality
    2. Part 2: Mediation Analyses
    3. The Relationship between Organizational Enablers and Success
  14. Discussion
    1. Organizational Enablers
    2. Contextual Influences
    3. An Institutional Theory Perspective
    4. Organizational Enablers: An Institutional Reflection
  15. Conclusions
    1. Research Question 1—Governance Practices
    2. Research Question 2—Organizational Enablers
    3. Research Question 3—Evolution of Governance and Governmentality
  16. Appendix
    1. Appendix A1: Case Study Protocol
    2. Appendix A2: Enablers for Project Governance
    3. Appendix A3: Interview Questions—Study 4
    4. Appendix A4: Summary of Governance in the Small Swedish Company
    5. Appendix A5: Summary of Governance in the Medium-Sized Swedish Company
    6. Appendix A6: Summary of Governance in the Large Swedish Company
    7. Appendix A7: Summary of Governance in the Small Chinese Company
    8. Appendix A8: Summary of Governance in the Medium-Sized Chinese Company
    9. Appendix A9: Summary of Governance in the Large Chinese Company
    10. Appendix A10: Commonalities and Differences among the Case Companies
    11. Appendix A11: Descriptive Statistics
    12. Appendix A12: Demographic Differences
    13. Appendix A13: Differences by Governance and Corporate Success
    14. Appendix A14: Governance Profiles by Success Type
  17. References

Product information

  • Title: Organizational Enablers for Project Governance
  • Author(s): Ralf Muller, Jingting Shao, Sofia Pemsel
  • Release date: February 2016
  • Publisher(s): Project Management Institute
  • ISBN: None