A Relational Typology of Project Management Offices

被引：60

作者：

Muller, Ralf ^{[1
]}

Glueckler, Johannes ^{[2
]}

Aubry, Monique ^{[3
]}

机构：

[1] BI Norwegian Business Sch, Dept Leadership & Org Behav, Oslo, Norway

[2] Heidelberg Univ, Marsilius Ctr Adv Study, Heidelberg, Germany

[3] Univ Quebec, Dept Business & Technol, Sch Business & Management, Quebec City, PQ, Canada

来源：

PROJECT MANAGEMENT JOURNAL | 2013年 / 44卷 / 01期

关键词：

PMO; PMO networks; relational typology; organizational slack; innovation; learning; POPULATION;

D O I：

10.1002/pmj.21321

中图分类号：

C93 [管理学];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ;

摘要：

This explorative article develops a relational typology of PMOs based on their roles with stakeholders. A multi-case study was used to identify the roles of PMOs in multiple-PMO settings. A three-dimensional role space allows locating the complex relational profiles that PMOs take on with respect to their stakeholders in practice. Superordinate, subordinate, and coequal roles were identified in a framework of servicing, controlling, and partnering in organizations. While servicing (subordinate role profile) and controlling (superordinate role profile) support organizational effectiveness and exploitation of knowledge, partnering (coequal role profile) creates the slack necessary for potential exploration of new knowledge.

引用

页码：59 / 76

页数：18