Now, let's make it really complex (complicated): A systematic review of the complexities of projects
By Joana G. Geraldi, Harvey Maylor, Terry Williams. 2011
545 citations recorded by the source corpus.
Purpose – The purpose of this paper is to contribute to operations management (OM) practice contingency research by describing the complexity of projects. Complexity is recognised as a key independent (contingent) variable that impacts on many subsequent decisions in the practice of managing projects.Design/methodology/approach – This paper presents a systematic review of relevant literature and synthesises an integrated framework for assessing the complexities of managing projects.Findings – This framework comprises five dimensions of complexity – structural, uncertainty, dynamics, pace and socio‐political complexity. These five dimensions present individuals and organisations with choices about how they respond to each type of complexity, in terms of business case, strategic choice, process choice, managerial capacity and competencies.Originality/value – The contribution of this paper is to provide a clarification to the epistemology of complexity, to demonstrate complexity as a lived experience for pro...
Subfields: Management Information Systems, Management Science and Operations Research, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/97d7ee16f39882e498561c0dc5a12c5b78f2e487
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In Management Information Systems
In Management Science and Operations Research
In Strategy and Management
Citations in the corpus
- Unpacking the theory on ambidexterity: An illustrative case on the managerial architectures, mechanisms and dynamics (2013, background): “It also provides a context characterised by forms of complexity (Geraldi et al., 2011).”