Enacting strategy through projects : an archetypal approach
Bredillet, Christophe, Thiry, Michel, & Deguire, Manon (2005) Enacting strategy through projects : an archetypal approach. In EURAM : Responsible Management in an Uncertain World, Munich.
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Project management is increasingly regarded as a strategic competency because projects play an active part in defining an organization’s relationship to its environment. It is now widely accepted that projects and programmes are at the centre of strategy implementation. However, the conditions and underlying assumptions of this dynamic relationship are still unclear. This paper aims to clarify the dynamics of the strategy process, by defining traditional approaches (corporate/business) and introducing three strategy core logics (archetypes). Building on this 'archetypology' the authors demonstrate how project management, through enactment and sense-making of strategy, enables organizations to face the challenge of complexity and uncertainty.
While recognizing that the "traditional" methods of analysis and management remain valid under certain conditions, this paper offers new avenues of reflection concerning the necessary contextualization of the project management approaches in order to ensure coherence between archetypes, enactment, learning and decision-making.
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|Item Type:||Conference Paper|
|Keywords:||project management, strategy, enactment, archetypes|
|Subjects:||Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300) > Business and Management not elsewhere classified (150399)|
|Divisions:||Current > Schools > School of Civil Engineering & Built Environment|
Current > QUT Faculties and Divisions > Science & Engineering Faculty
|Copyright Owner:||Copyright 2005 [please consult the author]|
|Deposited On:||04 Apr 2012 09:56|
|Last Modified:||02 Nov 2012 20:09|
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