[1] R. M. Bakker, J. Knoben, N. De Vries and L. A. G. Oerlemans, “The Nature and Prevalence of Inter-Organizational Project Ventures. Evidence from a Large Scale Field Study in the Netherlands 2006-2009,” International Journal of Project Management, Vol. 29, No. 6, 2011, pp. 781-794. doi:10.1016/j.ijproman.2010.04.006
[2] M. W. Lewis, M. A. Welsh and G. E. Dehler, “Product Development Tensions: Exploring Contrasting Styles of Project Management,” Academy of Management Journal, Vol. 45, No. 3, 2002, pp. 546-564. doi:10.2307/3069380
[3] D. Dougherty, “Organizing for Innovation,” In: S. R. Clegg, C. Hardy and W. R. Nord, Eds, Handbook of Organization Studies, Sage, Thousand Oaks, 1996, pp. 424-439.
[4] M. Engwall, “No Project Is an Island: Linking Projects to History and Context,” Research Policy, Vol. 32, No. 5, 2003, pp. 789-808. doi:10.1016/S0048-7333(02)00088-4
[5] J. Packendorff, “Inquiring into the Temporary Organization: New Directions for Project Management Research,” Scandinavian Journal of Management, Vol. 11, No. 4, 1995, pp. 319-333. doi:10.1016/0956-5221(95)00018-Q
[6] G. Grabher, “Cool Projects, Boring Institutions: Temporary Collaboration in Social Context,” Regional Studies, Vol. 36, No. 3, 2002, pp. 205-214. doi:10.1080/00343400220122025
[7] P. Jarzabkowski, “Strategy as Practice: Recursiveness, Adaptation, and Practices-in-Use,” Organization Studies, Vol. 25, No. 4, 2004, pp. 529-560.
[8] G. Johnson, L. Melin and R. Whittington, “Micro Strategy and Strategizing: Towards an Activity-Based View-Guest Editors’ Introduction,” Journal of Management Studies, Vol. 40, No. 1, 2003, pp. 3-22. doi:10.1111/1467-6486.t01-2-00002
[9] R. Whittington, “Completing the practice turn in strategy research,” Organization Studies, Vol. 27, No. 5, 2006, pp. 613-634. doi:10.1177/0170840606064101
[10] B. A. Bechky, “Gaffers, Gofers, and Grips: Role-Based Coordination in Temporary Organizations,” Organization Science, Vol. 17, No. 1, 2006, pp. 3-21. doi:10.1287/orsc.1050.0149
[11] J. Soderlund, “What Project Management Really Is about: Alternative Perspectives on the Role and Practice of Project Management,” International Journal of Technology Management, Vol. 32, No. 3-4, 2005, pp. 371-387. doi:10.1504/IJTM.2005.007340
[12] A. Windeler and J. Sydow, “Project Networks and Changing Industry Practices: Collaborative Content Production in the German Television Industry,” Organization Studies, Vol. 22, No. 6, 2001, pp. 1035-1060.
[13] H. Mintzberg, “The Nature of Managerial Work,” Harper & Row, New York, 1973.
[14] S. Tengblad, “Is There a ‘New Managerial Work’? A Comparison with Henry Mintzberg’s Classic Study 30 Years Later,” Journal of Management Studies, Vol. 43, No. 7, 2006, pp. 1437-1461. doi:10.1111/j.1467-6486.2006.00651.x
[15] N. Pettersen, “What Do We Know about the Effective Manager?” International Journal of Project Management, Vol. 9, No. 2, 1991, pp. 99-104. doi:10.1016/0263-7863(91)90068-7
[16] P. B. De Laat, “Matrix Management of Projects and Power Struggles: A Case Study of an R&D Laboratory,” Human Relations, Vol. 47, No. 9, 1994, pp. 1089-1129. doi:10.1177/001872679404700904
[17] S. Manning, “The Strategic Formation of Project Networks: A Relational Practice Perspective,” Human Relations, Vol. 63, No. 4, 2010, pp. 551-573. doi:10.1177/0018726709340954
[18] R. A. Lundin and A. Soderholm, “A Theory of the Temporary Organization,” Scandinavian Journal of Management, Vol. 11, No. 4, 1995, pp. 437-455. doi:10.1016/0956-5221(95)00036-U
[19] W. J. Orlikowski, “Knowing in Practice: Enacting a Collective Capability in Distributed Organizing,” Organization Science, Vol. 13, No. 3, 2002, pp. 249-273.
[20] C. Besner and B. Hobbs, “The Project Management Tools and Techniques: The Portrait of Current Professional Practice,” Project Management Journal, Vol. 37, No. 3, 2006, pp. 37-48.
[21] M. Hallgren and T. L. Wilson, “The Nature and Management of Crises in Construction Projects: Projects-as-Practice Observations,” International Journal of Project Management, Vol. 26, No. 8, 2008, pp. 830-838. doi:10.1016/j.ijproman.2007.10.005
[22] A. J. Shenhar, “One Size Does Not Fit All Projects: Exploring Classical Contingency Domains,” Management Science, Vol. 47, No. 3, 2001, pp. 394-414. doi:10.1287/mnsc.47.3.394.9772
[23] P. W. G. Morris, “The Management of Projects,” Thomas Telford, London, 1994. doi:10.1680/mop.16934
[24] J. P. Lewis, “The Project Manager’s Desk Reference: A Comprehensive Guide to Project Planning, Scheduling, Evaluation, and Systems,” McGraw-Hill, Boston, 2000.
[25] J. Sydow, L. Lindkvist and R. DeFillippi, “Project-Based Organizations, Embeddedness and Repositories of Knowledge: Editorial,” Organization Studies, Vol. 25, No. 8, 2004, pp. 1475-1489. doi:10.1177/0170840604048162
[26] P. Kenis, M. Janowicz-Panjaitan and B. Cambré, “Temporary Organizations: Prevalence, Logic, and Effectiveness,” Edward Elgar, Gloucestershire, 2009.
[27] T. Brady and A. Davies, “Building Project Capabilities: From Exploratory to Exploitative Learning,” Organization Studies, Vol. 25, No. 9, 2004, pp. 1601-1621. doi:10.1177/0170840604048002
[28] H. Scarbrough, J. Swan, S. Laurent, M. Bresnen, L. Edelman and S. Newell, “Project-Based Learning and the Role of Learning Boundaries,” Organization Studies, Vol. 25, No. 9, 2004, pp. 1579-1600. doi:10.1177/0170840604048001
[29] A. T. Cobb, “Leading Project Teams,” Sage, Thousand Oaks, 2006.
[30] L. Lindkvist, J. Soderlund and F. Tell, “Managing Product Development Projects: On the Significance of Fountains and Deadlines,” Organization Studies, Vol. 19, No. 6, 1998, pp. 931-951. doi:10.1177/017084069801900602
[31] T. Schatzki, “Introduction: Practice Theory,” In: T. Schatzki, K. Knorr-Cetina and E. Von Savigny, Eds, The Practice Turn in Contemporary Theory, Routledge, London, 2001, pp. 1-14.
[32] A. Reckwitz, “Toward a Theory of Social Practices: A Development in cultural Theorizing,” European Journal of Social Theory, Vol. 5, No. 2, 2002, pp. 243-263. doi:10.1177/13684310222225432
[33] G. Johnson, A. Langley, L. Melin and R. Whittington, “Strategy as Practice: Research Directions and Resources,” Cambridge University Press, Cambridge, 2007.
[34] M. S. Feldman and B. T. Pentland, “Reconceptualizing Organizational Routines as a Source of Flexibility and Change,” Administrative Science Quarterly, Vol. 48, No. 1, 2003, pp. 94-118. doi:10.2307/3556620
[35] M. S. Feldman, “Organizational Routines as a Source of Continuous Change,” Organization Science, Vol. 11, No. 6, 2000, pp. 611-629. doi:10.1287/orsc.11.6.611.12529
[36] A. Giddens, “The Constitution of Society,” Polity Press, Oxford, 1984.
[37] F. H. M. Blackler and C. A. Brown, “Qualitative Research and Paradigms of Practice,” Journal of Management Studies, Vol. 20, No. 3, 1983, pp. 349-365. doi:10.1111/j.1467-6486.1983.tb00212.x
[38] A. J. Shenhar and D. Dvir, “Toward a Typological Theory of Project Management,” Research Policy, Vol. 25, No. 4, 1996, pp. 607-632. doi:10.1016/0048-7333(95)00877-2
[39] M. Alvesson and S. Sveningsson, “The Great Disappearing Act: Difficulties in Doing ‘Leadership’,” The Leadership Quarterly, Vol. 14, No. 3, 2003, pp. 359-381. doi:10.1016/S1048-9843(03)00031-6
[40] J. C. Flanagan, “The Critical Incident Technique,” Psychological Bulletin, Vol. 51, No. 4, 1954, pp. 327-357.
[41] C. Besner and B. Hobbs, “Project Management Practice, Generic or Contextual: A Reality Check,” Project Management Journal, Vol. 39, No. 1, 2008, pp. 16-33. doi:10.1002/pmj.20033
[42] A. L. Strauss and J. Corbin, “Basics of Qualitative Research: Techniques and Procedures for Developing Grounded Theory,” 2nd Edition, Sage, Thousand Oaks, 1998.
[43] M. B. Miles and A. M. Huberman, “Qualitative Data Analysis: An Expanded Sourcebook,” Sage, Thousand Oaks, 1994.
[44] K. Locke, “Grounded Theory in Management Research,” Sage, London, 2001.
[45] K. M. Eisenhardt, “Making Fast Strategic Decisions in High-Velocity Environments,” Academy of Management Journal, Vol. 32, No. 3, 1989, pp. 543-576. doi:10.2307/256434
[46] G. Grabher, “Temporary Architectures of Learning: Knowledge Governance in Project Ecologies,” Organization Studies, Vol. 25, No. 9, 2004, pp. 1491-1514.
[47] R. A. Goodman and L. P. Goodman, “Some Management Issues in Temporary Systems: A Study of Professional Development and Manpower-The Theater Case,” Administrative Science Quarterly, Vol. 21, No. 3, 1976, pp. 494-501. doi:10.2307/2391857
[48] C. Jones and B. Lichtenstein, “Temporary Inter-Organizational Projects: How Temporal and Social Embeddedness Enhance Coordination and Manage Uncertainty,” In: S. Cropper, M. Ebers, C. Huxham and P. Smith Ring, Eds., The Oxford Handbook of Inter-Organizational Relations, Oxford University Press, Oxford, 2008, pp. 231-255.
[49] M. I. Reed, “Organization, Trust and Control: A Realist Analysis,” Organization Studies, Vol. 22, No. 2, 2001, pp. 201-228. doi:10.1177/0170840601222002