Culture At Environ Megaproject During Article Critique

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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...

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The change strategy of the new leadership was outlined. This information allows the reader to understand both the nature of the original culture and also how the new culture came about. The presentation of these findings is clear for a qualitative study. The analysis does bring back the theoretical framework that is used at the beginning of the paper. One drawback to the study is that it does not attempt to place its findings in light of other megaprojects, only the one that is studied. This is common in qualitative research, however, and reflects that the author understands that each megaproject will have unique conditions. In order to draw conclusions that can be extrapolated to all megaprojects, more such projects will need to be studied in the same way.
Works Cited:

Van Marrewijk, a. (2006). Managing project culture: The case of Environ Megaproject. International Journal of Project Management. Vol. 25…

Sources Used in Documents:

Works Cited:

Van Marrewijk, a. (2006). Managing project culture: The case of Environ Megaproject. International Journal of Project Management. Vol. 25 (2007) 290-299.


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