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"Projectification" of the firm: The renault case


  • Midler, Christophe


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.

Suggested Citation

  • Midler, Christophe, 1995. ""Projectification" of the firm: The renault case," Scandinavian Journal of Management, Elsevier, vol. 11(4), pages 363-375, December.
  • Handle: RePEc:eee:scaman:v:11:y:1995:i:4:p:363-375

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    References listed on IDEAS

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    7. Nicolai J. Foss, 1996. "Research In Strategy, Economics, and Michael Porter," Journal of Management Studies, Wiley Blackwell, vol. 33(1), pages 1-24, January.
    8. Cynthia A. Montgomery, 1994. "Corporate Diversificaton," Journal of Economic Perspectives, American Economic Association, vol. 8(3), pages 163-178, Summer.
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    Cited by:

    1. Frédéric Segonds & Julien Nelson & Améziane Aoussat, 2012. "PLM and architectural rehabilitation : a framework to improve collaboration in the early stages of design," Post-Print hal-00719169, HAL.
    2. Mitsuru Kodama & Tomoatsu Shibata, 2013. "Research into Ambidextrous R&D in Product Development New Product Development at a Precision Device Maker," TMARG Discussion Papers 109, Graduate School of Economics and Management, Tohoku University.
    3. Rémi Maniak & Christophe Midler & Sylvain Lenfle, 2007. "Tracking the route of innovation across projects: insights from two case studies," Post-Print hal-00263136, HAL.
    4. Donada, Carole & Nogatchewsky, Gwenaëlle & Pezet, Anne, 2014. "It takes a quarter of a century to build a dynamic capability : Supplier relations management at Renault (1975-1999)," ESSEC Working Papers WP1414, ESSEC Research Center, ESSEC Business School.
    5. Carole Donada & Gwenaëlle Nogatchewsky & Anne Pezet, 2014. "It takes a quarter of a century to build a dynamic capability : Supplier relations management at Renault (1975-1999)," Working Papers hal-01070044, HAL.
    6. repec:hal:journl:hal-01070044 is not listed on IDEAS
    7. Gernot Grabher, 2002. "Cool Projects, Boring Institutions: Temporary Collaboration in Social Context," Regional Studies, Taylor & Francis Journals, vol. 36(3), pages 205-214.
    8. David Dornisch, 2002. "The Evolution of Post-socialist Projects: Trajectory Shift and Transitional Capacity in a Polish Region," Regional Studies, Taylor & Francis Journals, vol. 36(3), pages 307-321.
    9. Peter B. Doeringer & Pacey Foster & Stephan Manning & David Terkla, 2013. "Project-based industries and craft-like production: structure, location and performance," Chapters,in: Handbook of Industry Studies and Economic Geography, chapter 4, pages 99-151 Edward Elgar Publishing.
    10. 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.


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