BEACH, Yvonne (2021). On the politics of change in academia: projects as negotiated, contested spaces. Doctoral, Sheffield Hallam University. [Thesis]
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Beach_2021_DBA_PoliticsChangeAcademia.pdf - Accepted Version
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Beach_2021_DBA_PoliticsChangeAcademia.pdf - Accepted Version
Available under License Creative Commons Attribution Non-commercial No Derivatives.
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Abstract
There has been a significant growth in the use of projects as a method to implement
organizational change. As a project management practitioner, senior leader in a Higher
Education Institution and a researcher, I have experienced significant tensions between
the traditional assumptions of project management – linearity, predictability and
controllability – with the complexity of organizational change. This issue was
investigated within this programme of research through asking, ‘What tensions might
exist in embracing socio-political complexity within the project management tradition of
controllability during the pre-initiation phase of organizational change projects?’
Fieldwork consisted of a single-case study (Eisenhardt, 1989; Yin, 2018), following an
inductive logic, and pertaining to a large-scale project within a UK Higher Education
Institution. It builds empirically grounded theoretical insights that aligned with the
knowledge constituting assumptions of neo-positivism. Data sources included 14 semistructured interviews, which were triangulated with observations and transcripts of 21
project-related meetings and 134 project documents. Two phases of data analysis were
conducted. First, the data was analysed to delineate discernible perspectives of the nature
and boundaries of “the project”. The second phase identified and examined the sociopolitical complexities at the intersection of the formal and informal life of the project.
The findings demonstrate project management to be more than organising tasks and
resources in a neutral, apolitical way. The implication is that change projects call for a
shift away from assumptions of a bounded rationality towards the project as a negotiated
and contested space. To be involved in project work relating to organizational change is
inevitably to be involved in power and politics.
It is thus time to reimagine the project management orthodoxy and this research is a step
toward that goal. In doing so, the study expands the debate on the social and institutional
context of projects in the nascent literature on ‘Project Studies’
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