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Berente, N, Baxter, R and Lyytinen, K (2010) Dynamics of inter-organizational knowledge creation and information technology use across object worlds: the case of an innovative construction project. Construction Management and Economics, 28(06), 569–88.
Bresnen, M (2010) Keeping it real? Constituting partnering through boundary objects. Construction Management and Economics, 28(06), 615–28.
Kjellberg, H (2010) Struggling to perform a warehouse: buildings as symbols and tools. Construction Management and Economics, 28(06), 675–94.
Luck, R (2010) Using objects to coordinate design activity in interaction. Construction Management and Economics, 28(06), 641–55.
Rooke, C N, Rooke, J A, Koskela, L and Tzortzopoulos, P (2010) Using the physical properties of artefacts to manage through-life knowledge flows in the built environment: an initial exploration. Construction Management and Economics, 28(06), 601–13.
Sage, D J, Dainty, A R J and Brookes, N J (2010) Who reads the project file? Exploring the power effects of knowledge tools in construction project management. Construction Management and Economics, 28(06), 629–39.
- Type: Journal Article
- Keywords: knowledge; power; project management; actor-network theory
- ISBN/ISSN: 0144-6193
- URL: https://doi.org/10.1080/01446191003725154
- Abstract:
Various critical authors have questioned the salience, efficacy and power effects of formal project management bodies of knowledge (PMBoKs). As a result project management knowledge tools are increasingly being conceptualized along more flexible, adaptable, reflexive, democratic and informal terms. A central driver for this shift is that PM knowledge will be more relevant and useful for practitioners if it can be reflexively tailored to fit local project scenarios, emergent problems and different communities of practice, rather than projects being structured to fit generic ‘best practice’ ideals. Hence new knowledge tools increasingly would appear critical to alleviate various detrimental power effects associated with bureaucratic knowledge practices within project-based industries, not least construction. This assumption is examined through a study of a formal and codified project management knowledge tool—a project file—within a small team of project practitioners in a large civil engineering consultancy. Various concepts of power related to actor-network theory (ANT) are mobilized to understand how non-human artefacts can enact power and knowledge in nuanced ways within organizations. This theoretically informed study will aid both researchers and practitioners interested in the consequences of developing prescriptive or reflexive project management knowledge within construction contexts and beyond.
Schweber, L and Harty, C (2010) Actors and objects: a socio-technical networks approach to technology uptake in the construction sector. Construction Management and Economics, 28(06), 657–74.
Styhre, A and Gluch, P (2010) Managing knowledge in platforms: boundary objects and stocks and flows of knowledge. Construction Management and Economics, 28(06), 589–99.
Tryggestad, K, Georg, S and Hernes, T (2010) Constructing buildings and design ambitions. Construction Management and Economics, 28(06), 695–705.
Whyte, J and Lobo, S (2010) Coordination and control in project-based work: digital objects and infrastructures for delivery. Construction Management and Economics, 28(06), 557–67.