"Projectification" of the firm: The renault case
Many industrial firms are implementing fundamental changes in their organizations to increase the efficiency of their product development processes. Here we focus on the relations between project management models and the permanent organization and processes of the firm. The case of the French firm Renault is studied. The firm effected a transition from the classical functional organization in the 1960s to project coordination in the 1970s, and since 1989 to autonomous and powerful project teams. Such advanced project management has profound and destabilizing effects on the other permanent logics of the firm (task definitions, hierarchic regulations, carrier management, functions and supplier relations). The "projectification" process is still under way, to adapt these permanent processes to the new context.
If you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.
As the access to this document is restricted, you may want to look for a different version under "Related research" (further below) or search for a different version of it.
Volume (Year): 11 (1995)
Issue (Month): 4 (December)
|Contact details of provider:|| Web page: http://www.elsevier.com/wps/find/journaldescription.cws_home/872/description#description|
|Order Information:|| Postal: http://www.elsevier.com/wps/find/journaldescription.cws_home/872/bibliographic|
When requesting a correction, please mention this item's handle: RePEc:eee:scaman:v:11:y:1995:i:4:p:363-375. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Zhang, Lei)
If references are entirely missing, you can add them using this form.