Gudergan, Sigfried P., Biesenthal, Christopher, and Ambrosini, Veronique (2014) The Differential Roles of Multilevel Change Capabilities in Project-Based Organizations. In: Academy of Management Annual Meeting Proceedings (2014) From: Academy of Management Annual Meeting, 01-05 Aug 2014, Philadelphia, PA, USA.

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Abstract

In this paper we introduce project-based organizations as multilevel entities that possess multiple operational and dynamic capabilities to manage organizational change and more precisely the stability- change paradox. In this study we focus particularly on two distinct, yet compatible and complementary dynamic project capabilities that facilitate change in project-based organizations. Our cases indicate the existence and application of different change capabilities in practice that enable project-based organizations to deal with the paradox. These different dynamic capabilities coexist across the different organizational levels. More precisely, we offer evidence for formal change routines, characterised by ostensive dynamic capabilities, while we also provide support for our theoretical argument that project-based organizations use less formal routines in the form of performative dynamic capabilities to initiate and manipulate change.

Item ID:	75393
Item Type:	Conference Item (Abstract / Summary)
ISSN:	2151-6561
Keywords:	dynamic capabilities
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Date Deposited:	20 Jan 2023 01:08
FoR Codes:	35 COMMERCE, MANAGEMENT, TOURISM AND SERVICES > 3507 Strategy, management and organisational behaviour > 350718 Strategy @ 100%
SEO Codes:	15 ECONOMIC FRAMEWORK > 1503 Management and productivity > 150306 Technological and organisational innovation @ 100%
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