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Projects as communicating systems: Creating a culture of innovation and performance

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  • Johannessen, Jon-Arild
  • Olsen, Bjørn

Abstract

Although often downplayed and instrumental, there is evidence that communication in projects is essential in achieving value creation. Our main interest in this paper is on temporary continuity, a situation where the temporary becomes a permanent condition in social systems. The question that we have address is: What characterizes project communication in a situation with temporary continuity?

Suggested Citation

  • Johannessen, Jon-Arild & Olsen, Bjørn, 2011. "Projects as communicating systems: Creating a culture of innovation and performance," International Journal of Information Management, Elsevier, vol. 31(1), pages 30-37.
    • Handle: RePEc:eee:ininma:v:31:y:2011:i:1:p:30-37
    DOI: 10.1016/j.ijinfomgt.2010.04.006
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    References listed on IDEAS

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    Cited by:

    1. Park, Jungi & Lee, Jungwoo & Lee, Hyejung & Truex, Duane, 2012. "Exploring the impact of communication effectiveness on service quality, trust and relationship commitment in IT services," International Journal of Information Management, Elsevier, vol. 32(5), pages 459-468.
    2. Rehm, Sven-Volker & Goel, Lakshmi & Junglas, Iris, 2016. "Information management for innovation networks—an empirical study on the “who, what and how” in networked innovation," International Journal of Information Management, Elsevier, vol. 36(3), pages 348-359.
    3. Almeida, Maria Vaz & Soares, António Lucas, 2014. "Knowledge sharing in project-based organizations: Overcoming the informational limbo," International Journal of Information Management, Elsevier, vol. 34(6), pages 770-779.

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