Managing project culture: The case of Environ Megaproject

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Abstract

This paper explores the development of the project culture of Environ Megaproject during the project life cycle. Project cultures run the risk of becoming dysfunctional in transition to a new project phase. The findings indicate the presence of two dominant cultural episodes. During the episode of the Gideon's gang (1996-2001) innovative and entrepreneurial value orientations were dominant. An intervention imposed from outside the project organization introduced new value orientations of control and accountability. During the episode of the Diplomats (2001-2004) these new value orientations replaced the former project culture. The research findings suggest the necessity of project managers and project performing organizations to reflect upon the development of the project culture during the project life cycle.

Original languageEnglish
Pages (from-to)290-299
Number of pages10
JournalInternational Journal of Project Management
Volume25
Issue number3
DOIs
Publication statusPublished - 1 Apr 2007
Externally publishedYes

Keywords

  • Cultural change
  • Megaproject
  • Project culture
  • Project phase

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