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Replacement of the Project Manager Reflected Through Activity Theory and Work–System Theory
Turku School of Economics (Pori Unit), Turku, Finland.
Department of Industrial Management and Engineering, Tampere University of Technology, Pori, Finland.ORCID iD: 0000-0001-6324-5425
Department of Industrial Management and Engineering, Tampere University of Technology, Pori, Finland.
Department of Computer Science and Information Systems, University of Jyväskylä, Jyväskylä, Finland.
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2011 (English)In: Information Systems Development: Asian Experiences / [ed] William Wei Song, Shenghua Xu, Changxuan Wan, Yuansheng Zhong, Wita Wojtkowski, Gregory Wojtkowski, Henry Linger, New York: Springer, 2011, p. 111-121Chapter in book (Refereed)
Abstract [en]

Replacement of the project manager (RPM) is a known phenomenon in information systems (IS) projects, but scant attention is given to it in the project management or IS literature. Given its critical effects on the project business, the organization, the project team, and the project manager, it should be studied in more depth. We identified factors which make RPM occurrences inherently different and we show that work-system theory and activity theory give comprehensive lenses to advance research on RPM. For the future research on RPM we identified three objectives: experiences on RPM, process model for RPM, and organizational culture’s influence on RPM occurrences.

Place, publisher, year, edition, pages
New York: Springer, 2011. p. 111-121
Keywords [en]
Project management, Turnover, Project manager
National Category
Information Systems, Social aspects
Identifiers
URN: urn:nbn:se:oru:diva-65892DOI: 10.1007/978-1-4419-7355-9_10ISI: 000395492900010ISBN: 978-1-4419-7205-7 (print)ISBN: 978-1-4419-7355-9 (electronic)OAI: oai:DiVA.org:oru-65892DiVA, id: diva2:1191620
Available from: 2018-03-19 Created: 2018-03-19 Last updated: 2022-11-25Bibliographically approved

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Aramo-Immonen, Heli

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CiteExportLink to record
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Citation style
  • apa
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