Book contents
- Cambridge Handbook of Project Behavior
- Cambridge Handbook of Project Behavior
- Copyright page
- Contents
- Figures
- Tables
- Contributors
- Introduction
- Part I Guiding Principles
- Part II Deviating from Plans
- Chapter 6 Averaging Out Divergent Project Behavior
- Chapter 7 Intra- and Inter-Organizational Governance and the Behavior of Projects
- Chapter 8 Strategic Alignment, Uncertainties, and Realignment of Project Portfolios
- Chapter 9 Stakeholder Perceptions and Project Performance
- Chapter 10 Governance Shifts and Short-term Performance
- Chapter 11 Maximum Feasible Project Failure
- Chapter 12 Project Misbehavior in Infrastructure Projects
- Part III Practical Tips
- Index
- References
Chapter 7 - Intra- and Inter-Organizational Governance and the Behavior of Projects
from Part II - Deviating from Plans
Published online by Cambridge University Press: aN Invalid Date NaN
By
Book contents
- Cambridge Handbook of Project Behavior
- Cambridge Handbook of Project Behavior
- Copyright page
- Contents
- Figures
- Tables
- Contributors
- Introduction
- Part I Guiding Principles
- Part II Deviating from Plans
- Chapter 6 Averaging Out Divergent Project Behavior
- Chapter 7 Intra- and Inter-Organizational Governance and the Behavior of Projects
- Chapter 8 Strategic Alignment, Uncertainties, and Realignment of Project Portfolios
- Chapter 9 Stakeholder Perceptions and Project Performance
- Chapter 10 Governance Shifts and Short-term Performance
- Chapter 11 Maximum Feasible Project Failure
- Chapter 12 Project Misbehavior in Infrastructure Projects
- Part III Practical Tips
- Index
- References
Summary
This chapter addresses the impact of governance on project behavior from an intra-organizational and an inter-organizational perspective. It starts by introducing governance fundamentals, like principles, approaches, standards, and paradigms, and subsequently describes the implications of these fundamentals for project behavior. Four behavior types are identified based on projects’ teleological, deontological, introvert, and extravert behavior. The inter-organizational view introduces a three-layered model for the governance of inter-organizational networks for large and megaprojects. This addresses multi-layer governance at the levels of a) network governance (i.e., for a single project), b) governance of networks (i.e., for the network of networks for several projects of a firm), and c) metagovernance (i.e., the investor’s ground rules for governance). The reader benefits from the discussion on the impact of these layers on project behavior, from understanding the impact of governance complexity on project behavior, and the practical examples given throughout the text.
Keywords
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- Type
- Chapter
- Information
- Cambridge Handbook of Project Behavior , pp. 115 - 129Publisher: Cambridge University PressPrint publication year: 2025
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