Modes and mechanisms of control in Multi-Project Organisations: the R&D case
Modes and mechanisms of control in Multi-Project Organisations: the R&D case
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多项目组织中的控制模式和机制：R
DOI：
10.1504/ijtm.2010.031915
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发表时间：
2010
期刊：
影响因子：
--
通讯作者：
J. Söderlund
中科院分区：
文献类型：
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作者：
Jörgen Dahlgren;J. Söderlund
人们普遍认为，通过项目进行组织的现象正在增加。在之前关于项目管理的研究中，大多数研究都采用以项目为中心的方法，淡化组织或公司范围内的问题，即使是在绩效很大程度上取决于多个项目的综合成功的公司中也是如此。本文主要关注管理控制问题，特别是项目密集型研发单位管理层所采用的控制模式和控制机制。在对四个研发单位的多个案例研究的基础上，我们提出了四种不同类型的多项目情况的类型。该类型基于两个维度：项目之间的依赖性和项目不确定性。该类型学用于解释我们研究中的企业之间管理控制模式和机制的差异。
There is a widespread acceptance that organising by projects is on the increase. In previous research on the management of projects, the majority of studies have adopted project-centric approaches, downplaying organisation- or company-wide matters even in firms whose performance largely depends on the combined success of multiple projects. In this paper, we focus on the problem of management control and specifically the control modes and control mechanisms used by management in project-intensive R&D units. On the basis of a multiple case study of four R&D units, we suggest a typology of four different kinds of multi-project situations. The typology is based on two dimensions, dependency between projects and project uncertainty. The typology is used to explain differences in management control modes and mechanisms between the firms in our study.