Culture at Environ Megaproject During

¶ … culture at Environ Megaproject during the project life cycle." The objective of the study is to learn about how project culture can change over the course of a megaproject. There is a clear identification of the theories that provide the framework for this paper. The choice of particular theories in justified well, as the author has considered how his setting, the megaproject, differs from both permanent organizations and shorter projects. The study takes elements of organizational culture theory and applies them to the megaproject setting.

The author outlines the unique attributes of megaprojects in order to frame the study. There are a number of different influencers on the culture of megaprojects. The next step in outlining the theoretical framework is to define organizational culture. The author argues that the best way to understand project culture is to look outside of project management literature to broader literature on organizational culture. The root metaphor is utilized, emphasizing that organizations do not have cultures, but are cultures.

A survey of literature regarding project culture finds that project culture tends to remain stable over the life of the project. Organizational change theory is also introduced because of the unique nature of megaprojects as having a lifespan of several years or even decades. Evolutionary and continual change are two change theories that are investigated. 3. The author makes the case that this study fits within the field by adapting org culture and Organizational Change literature to the megaproject setting.

He points out that there is little literature on the subject of megaprojects, and that this paper will contribute to building an adequate body of literature with respect to the application of management science to the unique nature of megaprojects. The author sees this gap as one that needs to be closed in light of the growing number of megaprojects around the world. 4. The research study is qualitative in nature. The basis of the study is a series of interviews.

The author notes that this study was "an integral part of a larger evaluation research on the organization and management model." Thus, there is an interactional element in that the researcher likely formed some sort of relationship with many of the managers on the project who were interviewed. 5. The author clearly outlines the methodology used, which was a series of interviews. The author also justifies the use of field research. The description of the methodology also outlines how the author intends to guarantee the reliability of the research instruments used.

These procedures are outlined in detail. 6. The findings are presented both in written form and in two tables. There are a number of dimensions that are outlined, including the first major culture, the practices, the cultural forms both before and after the leadership change occurred. The change strategy of the new leadership was outlined. This information allows the reader to understand both the nature of the.