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Organizing to avoid project overload: The use and risks of narrowing strategies in multi-project practice
KTH, School of Architecture and the Built Environment (ABE), Real Estate and Construction Management, Project Communication.ORCID iD: 0000-0002-5744-9445
2016 (English)In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 34, no 1, 94-101 p.Article in journal (Refereed) Published
Abstract [en]

While project work can be motivating, stimulating and creative, it can also be frustrating, ambiguous and stressful. Situations of project overload, i.e. situations in which fragmentation, disturbances and disruptions are reoccurring, are common in project-based organizations running many parallel projects. This paper reports findings from an extensive interview study on how project managers and project members working in parallel projects handle project overload by changing their work routines. The results show 1) that project work in practice is organized by using narrowing strategies and 2) that narrowing strategies run the risk of excluding the vital historical and organizational context. The findings have implications for project theory and project practice.

Place, publisher, year, edition, pages
Elsevier, 2016. Vol. 34, no 1, 94-101 p.
Keyword [en]
Project overload, Organizing, Multi-project work, Boundary action, Boundary objects, Narrowing strategies
National Category
Other Civil Engineering
Identifiers
URN: urn:nbn:se:kth:diva-178973DOI: 10.1016/j.ijproman.2015.10.002ISI: 000366771800009ScopusID: 2-s2.0-84955380309OAI: oai:DiVA.org:kth-178973DiVA: diva2:878689
Note

QC 20160114. QC 20160121

Available from: 2015-12-09 Created: 2015-12-09 Last updated: 2016-01-21Bibliographically approved

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Karrbom Gustavsson, Tina
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