TY - JOUR
T1 - Shaping interorganizational strategic projects through power relations and strategic practices
AU - van Marrewijk, Alfons
AU - den Ende, Leonore van
PY - 2022
Y1 - 2022
N2 - Power in interorganizational strategic projects, used for implementing strategic change, is essential but not well understood. This paper devises a conceptual framework in which power relations, strategic practices and an order and conflict view are integrated. An ethnoventionist approach, including ethnography and interventions, is used to show power relations and strategic practices in an interorganizational change project. This project aimed to improve the collaboration between nine organizations in the joint building of subsurface utilities and telecom networks. The findings show four relevant power relations and the delegating of power from top managers to shop-flow workers, which triggered middle managers to constrain the change process. implementation of these innovations. Theoretically, the study contributes to the debate on interorganizational strategic projects with a conceptual framework including power relations, strategic practices and the order and conflict view, demonstrating the long-term effects of strategic change projects.
AB - Power in interorganizational strategic projects, used for implementing strategic change, is essential but not well understood. This paper devises a conceptual framework in which power relations, strategic practices and an order and conflict view are integrated. An ethnoventionist approach, including ethnography and interventions, is used to show power relations and strategic practices in an interorganizational change project. This project aimed to improve the collaboration between nine organizations in the joint building of subsurface utilities and telecom networks. The findings show four relevant power relations and the delegating of power from top managers to shop-flow workers, which triggered middle managers to constrain the change process. implementation of these innovations. Theoretically, the study contributes to the debate on interorganizational strategic projects with a conceptual framework including power relations, strategic practices and the order and conflict view, demonstrating the long-term effects of strategic change projects.
KW - interorganizational project
KW - order and conflict
KW - power
KW - strategic change
UR - http://www.scopus.com/inward/record.url?scp=85127700104&partnerID=8YFLogxK
U2 - 10.1016/j.ijproman.2022.03.008
DO - 10.1016/j.ijproman.2022.03.008
M3 - Article
AN - SCOPUS:85127700104
SN - 0263-7863
VL - 40
SP - 426
EP - 438
JO - International Journal of Project Management
JF - International Journal of Project Management
IS - 4
ER -