Exploring the alignment between organization designs and value processes over the program lifecycle
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| Název: | Exploring the alignment between organization designs and value processes over the program lifecycle |
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| Autoři: | Miterev, M., Jerbrant, Anna, Associate Professor, Feldmann, Andreas, 1981 |
| Zdroj: | International Journal of Project Management. 38(2):112-123 |
| Témata: | Longitudinal case study, Organization design, Program, Program lifecycle, Program management, Value capture, Value creation |
| Popis: | This paper addresses the interplay between organization designs and value processes in the context of programs. Building upon the findings from a longitudinal case study of a complex multi-partner program within Sweden's transportation sector, we argue that different value processes over the program lifecycle require different program management arrangements. Specifically, the paper explores how three distinct value processes, namely value definition, value creation and value capture, were related to specific program organization design dimensions, including overall organizational form, program boundaries, organizational control modes, program protagonist and sources of funding. The paper explicates the dynamics of alignment between organization design and value processes and shows how the external context shaped the process of alignment. Thus, the study contributes to the literature by reporting a rich, longitudinal empirical case, identifying organizational preconditions for different value processes in programs and highlighting the dynamics of these processes. |
| Popis souboru: | |
| Přístupová URL adresa: | https://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-267803 https://doi.org/10.1016/j.ijproman.2019.12.003 |
| Databáze: | SwePub |
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Nájsť tento článok vo Web of Science | Abstrakt: | This paper addresses the interplay between organization designs and value processes in the context of programs. Building upon the findings from a longitudinal case study of a complex multi-partner program within Sweden's transportation sector, we argue that different value processes over the program lifecycle require different program management arrangements. Specifically, the paper explores how three distinct value processes, namely value definition, value creation and value capture, were related to specific program organization design dimensions, including overall organizational form, program boundaries, organizational control modes, program protagonist and sources of funding. The paper explicates the dynamics of alignment between organization design and value processes and shows how the external context shaped the process of alignment. Thus, the study contributes to the literature by reporting a rich, longitudinal empirical case, identifying organizational preconditions for different value processes in programs and highlighting the dynamics of these processes. |
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| ISSN: | 02637863 18734634 |
| DOI: | 10.1016/j.ijproman.2019.12.003 |