’Making Projects Critical’ is the title of series of workshops intended to provide a forum for research from a wide range of critical perspectives relating to all aspects of projects, including project management, project based organising and the ’projectification’ of society. Such critical work would include work drawing upon any of a number of critical theorists, including Marx, Bourdieu, Foucault, Latour, Habermas, Lyotard, Derrida, Deleuze, Butler, Adorno, Horkheimer, Althusser, Gramsci, and Braverman, Bauman, Beck, Bataille, and Zizek, and work inspired by Labour Process Theory, Critical Theory, Actor Network Theory, Environmentalism, Feminism, Post-Modernism and other traditions broadly related to Critical Management Studies. Through the workshops, we hope to both highlight and break down the theoretical and methodological limitations of traditional conceptions of projects and project management. In particular, the intention is to draw upon wider intellectual resources than the instrumental rationality, quantitative and positivist methodologies and technicist solutions which have been traditionally brought to bear in attempts to understand and control the project form of organising.
Svetlana Cicmil, University of the West of England
Damian Hodgson, Manchester Business School
Monica Lindgren, KTH Royal Institute of Technology
Johann Packendorff, KTH Royal Institute of Technology
Workshops and conferences
Making Projects Critical Workshop, April 10-11, 2003, Bristol Business School, Bristol, UK.
2nd Making Projects Critical Workshop ”Projectification and its discontents”, December 13-14, 2004, Bristol Business School, Bristol, UK.
3rd EIASM Making Projects Critical Workshop, December 11-12, 2006, Manchester Business School, Manchester, UK.
4th EIASM Making Projects Critical Workshop, March 31-April 1, 2008, KTH-Royal Institute of Technology, Stockholm, Sweden.
5th Making Projects Critical Workshop, January 20-22, 2010, Bristol Business School, Bristol, UK.
7th Critical Management Studies Conference, July 11-13, 2011, Naples, Italy. Stream on ”All on a promise: Critical studies of projects and project management.”
6th Making Projects Critical Workshop, April 16-17, 2012, Manchester Business School, UK.
7th Making Projects Critical Workshop, January 23-24, 2014, KTH Royal Institute of Technology, Stockholm, Sweden.
Packendorff, J., Crevani, L. & Lindgren, M. (2014) ”Project leadership in becoming: A process study of an organizational change project”. Project Management Journal, Vol 45, No 3: pp. 5-20.
Lindgren, M., Packendorff, J & Sergi, V. (2014) ”Thrilled by the discourse, suffering through the experience: Emotions in project-based work”. Human Relations, Vol 67, No 11: pp. 1383-1412.
Packendorff, J. & Lindgren, M. (2014) ”Projectification and its consequences: Narrow and broad conceptualisations”. South African Journal of Economic and Management Sciences, Vol 17, No 1: pp. 7-21.
Lindgren, M., Packendorff, J. & Tham, H. (2011) ”Relational dysfunctionality: Leadership interactions in a Sarbanes-Oxley Act implementation project”. European Journal of International Management, Vol 5, No 1: pp. 13-29.
Lindgren, M. & Packendorff, J. (2011) ”On the temporary organizing of entrepreneurial processes: Applying a project metaphor to the study of entrepreneurship”. Revue de l’Entrepreneuriat, Vol 10, No 2: pp. 45-67.
Lindgren, M. & Packendorff, J. (2011) ”Issues, responsibilities and identities: A distributed leadership perspective on biotechnology R&D management”. Creativity and Innovation Management, Vol 20, No 3: pp. 157-170.
Lindgren, M. & Packendorff, J. (2009) “Project leadership revisited: Towards distributed leadership perspectives in project research”. International Journal of Project Organisation and Management, Vol 1, No 3: pp. 285-308.
Cicmil, S., Hodgson, D., Lindgren, M. & Packendorff, J. (2009) ”Project management behind the facade.” ephemera: theory & politics in organization, Vol 9, No 2: pp. 78-92.
Cicmil, S., Hodgson, D., Lindgren, M. & Packendorff, J. (eds.) (2009) ‘Project management behind the façade.’ Special issue on project management of ephemera: theory & politics in organization, Vol 9, No 2.
Packendorff, J. (2009) ”Projektintensivt arbete: Den onda cirkeln och dess utgångar”. In Bonniers Ledarskapshandböcker, Projektledning, Update 1/2009, Chapter 5.6: pp. 1-18. Stockholm: Bonnier Business Publishing.
Lindgren, M. & Packendorff, J. (2008) “Från projektarbete till projektintensivt arbete: Människan och projektarbetets institutionalisering.” In: T. Stjernberg, J. Söderlund & E. Wikström (eds.) Projektliv: Villkor för uthållig projektverksamhet: pp. 33-58. Lund: Studentlitteratur.
Lindgren, M. & Packendorff, J. (2007) ”Performing arts and the art of performing -On co-construction of project work and professional identities in theatres”. International Journal of Project Management,, Vol 25: pp. 354-364.
Lindgren, M. & Packendorff, J. (2006) “What’s new in new organisational forms? -On the construction of gender in project-based work”. Journal of Management Studies, Vol 43, No 4: pp. 841-866.
Lindgren, M. & Packendorff, J. (2006) ”Projects and prisons”. In: D. Hodgson & S. Cicmil (eds.) Making Projects Critical: pp. 111-131. London: Palgrave.
Lindgren, M. & Packendorff, J. (2003) ”A project-based view of entrepreneurship: Towards action-orientation, seriality and collectivity”. In: C. Steyaert & D. Hjorth (eds.) New movements in entrepreneurship: pp. 86-102. Cheltenham: Edward Elgar.
Packendorff, J. (2002) ”The temporary society and its enemies: Projects from an individual perspective”. In: K. Sahlin-Andersson & A. Söderholm (eds.) Beyond Project Management: New Perspectives on the Temporary-Permanent Dilemma: pp. 39-58. Malmö: Liber.