Change management and projects

International Journal of Project Management

Volumn 26, Issue 8, 2008, Pages 771-772

  Gareis, Roland ^a   Huemann, Martina ^a  

^a VIENNA UNIVERSITY OF ECONOMICS AND BUSINESS   (Austria)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 54949149231     PISSN: 02637863     EISSN: None     Source Type: Journal    
DOI: 10.1016/j.ijproman.2008.09.009     Document Type: Editorial

References (12)

1. In: Turner J.R., Grude K.V., and Turloway L. (Eds). The project manager as change agent (1996), McGraw-Hill, London
2. Luhmann N. Social system (1995), Stanford University Press, Stanford, CA
3. Levy A., and Merry U. Organizational transformation: approaches, strategies, and theories (1986), Praeger Publisher, New York
4. Gareis R. Change-management and projekte. In: Wald A. (Ed). Advanced project management (2008), Lit Verlag, Berlin
5. Turner J.R., and Müller R. On the nature of the project as a temporary organization. Int J Project Manage 21 (2003) 1-8
6. Kotter J.P. Leading change. Why transformation efforts fail. Harvard Bus Rev 52 2 (1995) 106-114
7. Heitger B., and Doujak A. Harte Schnitte, neues Wachstum. Die Logik der Gefühle und die Macht der Zahlen im Changemanagement (2002), Ueberreuter, Vienna
8. Gareis R. Happy projects (2006), Manz, Vienna
9. Office of Government Commerce, Managing Successful Programmes, second ed. London: The Stationery Office; 2007.
10. Pellegrinelli S., Partington D., Hemingway C., Mohdzain Z., and Shah M. The importance of context in programme management: an empirical review of programme practices. Int J Project Manage 25 (2007) 41-55
11. Lehtonen P., and Martinsuo M. Change program initiation: defining and the program-organization boundary. Int J Project Manage 26 (2008) 21-29
12. Johansson S., Löfström M., and Ohlsson O. Separation or integration? A dilemma when organizing development projects. Int J Project Manage 25 (2007) 457-464