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dc.contributor.authorMüller, Ralf
dc.contributor.authorGlückler, Johannes
dc.contributor.authorAubry, Monique
dc.date.accessioned2016-07-28T13:45:42Z
dc.date.accessioned2016-08-23T12:36:46Z
dc.date.available2016-07-28T13:45:42Z
dc.date.available2016-08-23T12:36:46Z
dc.date.issued2013
dc.identifier.citationProject Management Journal 2013, 44(1):59-76nb_NO
dc.identifier.issn8756-9728
dc.identifier.urihttp://hdl.handle.net/11250/2401103
dc.descriptionThis is the original article as published by PMI.nb_NO
dc.description.abstractThis explorative paper develops a relational typology of PMOs based on their roles with stakeholders. A multi-case study was used to identify these roles PMOs in multiple-PMO settings. A three dimensional role space allows locating the complex relational profiles that PMOs take on in respect to their stakeholders in practice. Super-ordinate, sub-ordinate and co-equal roles were identified in a framework of servicing, controlling and partnering in organizations. While servicing (subordinate role profile) and controling (super-ordinate role profile) support organizational effectiveness and exploitation of knowledge, partnering (co-equal role profile) creates the slack necessary for potential exploration of new knowledge.nb_NO
dc.language.isoengnb_NO
dc.publisherPMI, Project Management Institutenb_NO
dc.titleA Relational Typology of Project Management Officesnb_NO
dc.typeJournal articlenb_NO
dc.typePeer reviewednb_NO
dc.date.updated2016-07-28T13:45:42Z
dc.source.journalProject Management Journalnb_NO
dc.identifier.doi10.1002/pmj.21321
dc.identifier.cristin995527
dc.description.localcode1, Forlagsversjonnb_NO


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