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Acar, E, Wall, J, McNamee, F, Carney, M and Öney-Yazici, E (2008) Innovative safety management training through e-learning. Architectural Engineering and Design Management, 4(03), 239–50.
Bishop, J, Bouchlaghem, D, Glass, J and Matsumoto, I (2008) Identifying and mplementing management best practice for communities of practice. Architectural Engineering and Design Management, 4(03), 160–75.
De Blois, M and De Coninck, P (2008) The dynamics of actors' and stakeholders' participation: an approach of management by design. Architectural Engineering and Design Management, 4(03), 176–88.
- Type: Journal Article
- Keywords: organizing project; project management; management by design; design thinking; actors' and stakeholders' participation; project grounded research
- ISBN/ISSN: 1745-2007
- URL: http://earthscan.publisher.ingentaconnect.com/content/earthscan/aedm/2008/00000004/F0020003/art00003
- Abstract:
Design thinking (Owen, 2005), articulated around systems thinking, facilitates the definition of complex issues in a sustainable way, in which all actors and stakeholders (AS) play a predominant role. Innovative procedures, such as `management by design', highlight the role of AS in structuring the project from and through the design process. Consequently, management by design requires revision of the dynamics of actors' and stakeholders' participation (ASP). Comparing the differences between the traditional approach to project development (which focuses on the organized project) and the project as an organizing process (which focuses on the organizing project) shows the advantages of design thinking for improving the ASP. This comparison requires the review of common theories, such as the organization as a dynamic process and the notion of project itself. However, despite all the advantages of ASP, this comparison demonstrates that their involvement includes multiple, unstable, evolving and potentially conflicting roles throughout the project process. The introduced notion of the `organizing project' is conceived as a `social actions construct'. It allows for a complementary and more global vision of the project. It highlights elements and stakes otherwise hidden in the traditional `organized project' perspective.
Elmualim, A A and Govender, K (2008) Communities of practice in UK large contracting firms: contrasting application and non-utilized merits. Architectural Engineering and Design Management, 4(03), 149–59.
Lou, E C W and Goulding, J S (2008) Building and construction classification systems. Architectural Engineering and Design Management, 4(03), 206–20.
Low, S P and Chia, W H (2008) Middle management's influence on the effectiveness of ISO 9000 quality management systems in architectural firms. Architectural Engineering and Design Management, 4(03).
Zou, P X W, Redman, S and Windon, S (2008) Case studies on risk and opportunity at design stage of building projects in Australia: focus on safety. Architectural Engineering and Design Management, 4(03), 221–38.