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Design and implementation in major investments -- A project network approach

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  • Hellgren, Bo
  • Stjernberg, Torbjörn

Abstract

Many investments in modern society take place in project networks. This article proposes a project network approach for describing the design and implementation processes in major investments. The design process of major projects is "fuzzy", takes a long time, and is hard to capture. The implementation process, on the other hand, takes place in "semi-hierarchical" networks, and is easier to plan and control. The actor that controls the transformation of the political design process into the implementation process has a unique strategic position in the dynamically changing network. This means linking processes that are characterized by separate logic and network structures. Data from processes of design and implementation of three shopping malls illustrate the theoretical framework.

Suggested Citation

  • Hellgren, Bo & Stjernberg, Torbjörn, 1995. "Design and implementation in major investments -- A project network approach," Scandinavian Journal of Management, Elsevier, vol. 11(4), pages 377-394, December.
    • Handle: RePEc:eee:scaman:v:11:y:1995:i:4:p:377-394
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    Citations

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    Cited by:

    1. Welch, Denice & Welch, Lawrence & Wilkinson, Ian & Young, Louise, 1996. "Network development in international project marketing and the impact of external facilitation," International Business Review, Elsevier, vol. 5(6), pages 579-602, December.
    2. Azrin Wahab & Noraini Abu Talib, 2013. "Malaysian Film Projects Network Mobilization," Journal of Social and Development Sciences, AMH International, vol. 4(2), pages 61-68.
    3. Ikrame Selkani, 2019. "The Impact of the Festival on the Image of the City," Annals of Social Sciences & Management studies, Juniper Publishers Inc., vol. 4(2), pages 55-58, September.
    4. Dahlgren, J. & Söderlund, J., 2001. "Managing inter-firm industrial projects -- on pacing and matching hierarchies," International Business Review, Elsevier, vol. 10(3), pages 305-322, June.
    5. Jorg Sydow & Udo Staber, 2002. "The Institutional Embeddedness of Project Networks: The Case of Content Production in German Television," Regional Studies, Taylor & Francis Journals, vol. 36(3), pages 215-227.
    6. Stephan Manning & Daniel Roessler, 2014. "The Formation of Cross-Sector Development Partnerships: How Bridging Agents Shape Project Agendas and Longer-Term Alliances," Journal of Business Ethics, Springer, vol. 123(3), pages 527-547, September.
    7. Shalini R. Tiwari & Rajen Gupta, 2012. "Dynamics of Knowledge Integration in a Project Network," International Journal of Business and Economics, School of Management Development, Feng Chia University, Taichung, Taiwan, vol. 11(2), pages 143-169, December.

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