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1、 外文文献：The project management office as an organisational innovation Brian Hobbs *, Monique Aubry, Denis ThuillierUniversity of Quebec at Montreal, Department of Management and Technology, PO Box 8888, Downtown Station, Montreal, Que, Canada H3C 3P8Received 15 May 2008; accepted 20 May 2008Abstract T
2、he paper presents an investigation of the creation and the reconfiguration of project management offices (PMOs) as an organizational innovation. The analysis of 11 organisational transformations centred on the implementation or reconfiguration of PMOs is presented. The objective of the paper is to c
3、ontribute to a better understanding of PMOs and of the dynamic relationship between project management and the organisational context. The aim is also to integrate the examination of PMOs as an organisational innovation into the mainstream of research on the place of project management in organisati
4、ons and more widely to the rethinking of project management.”1. Introduction Quite often over the last decade, the observation has been made that organisations are facing a new context characterized by increased competition, increased rates of product, service and process innovation and an increasin
5、g emphasis on time to market. Organisations have responded to these challenges by developing new, more flexible organisational forms 1 in which projects are both more numerous and more strategically important 2. As part of the response to these new challenges and as part of the movement to increase
6、both the number and the strategic importanceof projects many organisations have implemented a new organisational entity the most common name for which is the project management office or PMO. The PMO has been addressed extensively in the professional literature 35. However, there has been very littl
7、e theoretical or empirical research on the topic. In addition, this organisational innovation has not been examined extensively within the literature stream described above.2. Recent survey-based research on PMOs Arecent survey-based on the synchronic description of a large number of PMOs and their
8、organisational contexts has shown extreme variety in both the form and function of PMOs 6. Attempts to date to reduce this variety to a limited number of models have failed. In addition, the research showed that in the majority of cases PMOs are unstable structures, organisations often reconfigure t
9、heir PMOs every few years. This instability can be interpreted as both an illustration of structuring as an ongoing organisational process 1 and as an illustration of organisational experimentation as organisations search for an adequate structural arrangement 7. Half of the respondents to the surve
10、y report that the legitimacy of their PMO in its present form is being questioned. This is consistent with both the interpretation in terms of experimentation and a search for best practices and with the interpretation as an instance of the inherent instability of an ongoing process of structuring.
11、In the survey-based research cited above, correlation analysis found no systematic relationships between the external context in terms of economic sector or geographic region or internal organisational context, on the one hand, and the structural characteristics of PMOs on the other. None of the cla
12、ssic contingency factors from organisational theory correlated strongly with the form or function of the PMOs. A positivist, synchronic approach has provided a rich description of the great variety found in the population but has failed, so far, to provide an adequate understanding of PMOs. The pres
13、ent paper reports the result of an effort to come to a better understanding of PMOs as an organisational innovation based on the in-depth investigation of eleven cases.3. The literature on organisational innovation Four subsets of the literature on innovation are examined to identify alternative app
14、roaches relevant to the examination of PMOs as organizational innovations. First, the general literature on innovation is examined. This is followed by an examination of the literature based on evolutionary, co-evolutionary and institutional isomorphism approaches. All are sensitive to evolution ove
15、r time.3.1. The general literature on innovation Early research on innovation had operated mostly from an economic perspective and a general assumption of growth 8. The interdisciplinary curriculum has developed over time with the contribution of new knowledge stemming from a variety of sources: eco
16、nomics 911, organisational management 12, sociology 13 and social ecology 14. Others provide a categorization of innovation based on product, process or architecture 15,16.In this perspective, organisations are considered to be very similar, responding to the same incentives. The objectives of research are often to provide organisations with practical solutions determining factors to innovative success.
