Chaperoning: practices of collaboration in the Panama Canal Expansion Program

International Journal of Managing Projects in Business

Volumn 5, Issue 3, 2012, Pages 440-456

  Smits, Karen ^a   van Marrewijk, Alfons ^a  

^a VU UNIVERSITY AMSTERDAM   (Netherlands)

Author keywords

Canals; Civil engineering; Collaboration; Megaprojects; Panama; Partnering; Practices; Project culture; Project management

Indexed keywords

EID: 84895930558     PISSN: 17538378     EISSN: 17538386     Source Type: Journal    
DOI: 10.1108/17538371211235317     Document Type: Article

References (38)

1. ACP (2006), Proposal for the Expansion of the Panama Canal: Third Set of Locks Project, available at: www.pancanal.com/eng/plan/documentos/propuesta/acp-expansion-proposal.pdf (accessed March 2009).
2. ACP (2007), Invitation to Bid for the Program Management Services, Autoridad del Canal de Panamá, Panamá.
3. Bjørkeng, K., Clegg, S. and Pitsis, T. (2009), “Becoming (a) practice”, Management Learning, Vol. 40 No. 2, pp. 145-59.
4. Blomquist, T., Hällgren, M., Nilsson, A. and Söderholm, A. (2010), “Project-as-practice: in search of project management research that matters”, Project Management Journal, Vol. 41 No. 1, pp. 5-16.
5. Bourdieu, P. (1990), The Logic of Practice, Stanford University Press, Stanford, CA.
6. Bresnen, M., Goussevskaia, A. and Swan, J. (2005), “Editorial: managing projects as complex social settings”, Building Research & Information, Vol. 33 No. 6, pp. 487-93.
7. CH2M Hill (2011), “CH2M Hill corporate profile”, available at: www.ch2m.com/corporate/about_us/default.asp (accessed June).
8. Cicmil, S. and Hodgson, D. (2006), “Making project critical: an introduction”, in Hodgson, D. and Cicmil, S. (Eds), Making Projects Critical, Palgrave Macmillan, New York, NY, pp. 1-28.
9. Cicmil, S. and Marshall, D. (2005), “Insights into collaboration at the project level: complexity, social interaction and procurement mechanisms”, Building Research & Information, Vol. 33 No. 6, pp. 523-35.
10. Cicmil, S., Williams, T., Thomas, J. and Hodgson, D. (2006), “Rethinking project management: researching the actuality of projects”, International Journal of Project Management, Vol. 24, pp. 675-86.
11. Clegg, S.R., Pitsis, T.S., Rura-Polley, T. and Marosszeky, M. (2002), “Governmentality matters: designing an alliance culture of inter-organizational collaboration for managing projects”, Organization Studies, Vol. 23 No. 3, pp. 317-38.
12. Contu, A. and Willmott, H. (2000), “Comment on Wenger and Yanow: knowing in practice: a ‘delicate flower’ in the organizational learning field”, Organization, Vol. 7 No. 2, pp. 269-76.
13. Cooke-Davies, T. (2002), “The ‘real’ success factors on projects”, International Journal of Project Management, Vol. 20, pp. 185-90.
14. Flyvbjerg, B., Bruzelius, N. and Rothengatter, W. (2003), Megaprojects and Risk: An Atonomy of Ambition, Cambridge University Press, New York, NY.
15. Geiger, D. (2009), “Revisiting the concept of practice: towards an argumentative understanding of practising”, Management Learning, Vol. 40 No. 2, pp. 129-44.
16. Gherardi, S. (2000), “Practice-based theorizing on learning and knowing in organizations”, Organization, Vol. 7 No. 2, pp. 211-23.
17. Greene, J. (2009), The Canal Builders: Making American's Empire at the Panama Canal, Penguin Books, New York, NY.
18. Hällgren, M. and Söderholm, A. (2011), “Projects-as-practice”, in Morris, P.W.G., Pinto, J.K. and Söderlund, J. (Eds), The Oxford Handbook of Project Management, Oxford University Press, Oxford, pp. 500-18.
19. Harty, C. and Whyte, J. (2010), “Emerging hybrid practices in construction design work: the role of mixed media”, ASCE Journal of Construction Engineering and Management, Vol. 136 No. 4, pp. 468-76.
20. Jackson, T. and Aycan, Z. (2006), “Editorial: from cultural values to cross cultural interfaces”, International Journal of Cross Cultural Management, Vol. 6 No. 1, pp. 5-13.
21. Moore, F. (2011), “Holistic ethnography: studying the impact of multple national identities on post-acquisition organisations”, Journal of International Business Studies, Vol. 42, pp. 654-71.
22. Nicolini, D., Gherardi, S. and Yanow, D. (Eds) (2003), Knowing in Organizations: A Practice-based Approach, M.E. Sharpe, Armonk, NY.
23. Orr, J.E. (1996), Talking about Machines: An Etnography of a Modern Job, Cornell University Press, London.
24. Pitsis, T.S., Clegg, S.R., Marosszeky, M. and Rura-Polley, T. (2003), “Constructing the olympic dream: a future perfect strategy of project management”, Organization Science, Vol. 14 No. 5, pp. 574-90.
25. Pryke, S. and Smyth, H. (2006), The Management of Complex Projects: A Relationship Approach, Blackwell, Oxford.
26. Ritchie, J. and Lewis, J. (2003), Qualittive Research Practice: A Guide for Social Science Students and Researchers, Sage, London.
27. Sackmann, S.A. and Friesl, M. (2007), “Exploring cultural impacts on knowledge sharing behaviour in project teams – results from a simulation study”, Journal of Knowledge Management, Vol. 11 No. 6, pp. 142-56.
28. Shehata, S. (2006), “Ethnography, identity, and the production of knowledge”, in Yanow, D. and Schwartz-Shea, P. (Eds), Interpretation and Method, M.E. Sharpe, Armonk, NY.
29. Soetenhorst, B. (2011), Het wonder van de Noord/Zuidlijn: het drama van de Amsterdamse Metro, Uitgeverij Bert Bakker, Amsterdam.
30. The Concise Oxford Dictionary (2001), The Concise Oxford Dictionary, Oxford University Press, New York, NY.
31. Vaagaasar, A.L. (2011), “Development of relationships and relationships competencies in complex projects”, International Journal of Managing Projects in Business, Vol. 4 No. 2, pp. 294-307.
32. Van Marrewijk, A. and Veenswijk, M. (2006), The Culture of Project Management: Understanding Daily Life in Complex Megaprojects, Financial Times/Prentice-Hall, London.
33. Van Marrewijk, A., Clegg, S., Pitsis, T. and Veenswijk, M. (2008), “Managing public-private megaprojects: paradoxes, complexity, and project deisgn”, International Journal of Project Management, Vol. 26, pp. 591-600.
34. Van Marrewijk, A.H. (2010), “Situational construction of Dutch – Indian cultural differences in global IT projects”, Scandinavian Journal of Management, Vol. 26 No. 4, pp. 368-81.
35. Warrack, A. (1993), “Megaproject decision making: lessons and strategies”, Western Centre for Economic Research, Information Bulletin, No. 16.
36. Yanow, D. (2006), “Thinking interpretively: philosophical presuppositions and the human sciences”, in Yanow, D. and Schwartz-Shea, P. (Eds), Interpretation and Method: Empirical Research Methods and the Interpretative Turn, M.E. Sharpe, Armonk, NY, pp. 5-26.
37. Yanow, D. and Tsoukas, H. (2009), “What is reflection-in-action? A phenomenological account”, Journal of Management Studies, Vol. 46, pp. 1339-64.
38. Ybema, S., Yanow, D., Wels, H. and Kamsteeg, F. (2009), Organizational Ethnography, Sage, London.