Chapter

Arup’s adhocracy and projects in theory

Andrew Davies

in Projects: A Very Short Introduction

Published in print October 2017 | ISBN: 9780198727668
Published online October 2017 | e-ISBN: 9780191793691 | DOI: https://dx.doi.org/10.1093/actrade/9780198727668.003.0004

Series: Very Short Introductions

Arup’s adhocracy and projects in theory

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‘Arup’s adhocracy and projects in theory’ considers how the spread of adaptive project structures in the 1960s and 1970s encouraged management scholars to develop new ways of thinking about organizations. It begins with Ove Arup’s work on the Sydney Opera House, which established a new model of architect and engineer collaborating in project teams to innovate and solve challenging problems. It then goes on to discuss some of the theoretical insights and perspectives introduced by organizational scholars to help us think about projects as an adaptive structure in a complex, unstable, and rapidly changing environment. It explains organization theory and adhocracy, the difference between stable and flexible project teams, and the contingent dimension of projects.

Keywords: adhocracy; contingency theory; management; mechanistic organization; organic organization; project; risk management

Chapter.  5704 words.  Illustrated.

Subjects: Project Management

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