Change in a project-based organization: The mutual shaping of institutional logics and change programs

Modern organizational transformations increasingly rely on change programs led by the introduction of new information technology. Managing these information technology-based change programs within project-based organizations presents unique challenges due to the division between ongoing business processes and temporary project activities. This study uses an institutional logics perspective to understand how a project-based organizational context shaped and was shaped by an information technology-based change program. Through a three-year longitudinal case study on the interaction between a project-based organization and its information technology program, our findings reveal that institutional logics prevailing in the project-based organization significantly influenced the program's implementation. In turn, the information technology program acted as a catalyst for change, creating a competitive environment where two primarily segmented logics-a project organizing logic and an asset management logic-competed for dominance. The conflict between these logics led to new beliefs, values, and practices being dominant, marking a shift in balance between the two logics. Our findings contribute to increasing understanding of the dynamic interplay between project-based organizations and information technology-based change programs, shedding light on their mutual evolution over time and offering a deeper understanding of transformative change within project-based organizations.