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Projectification in the public sector – the case of the European Union
University of Helsinki, Finland.
Jönköping University, Jönköping International Business School, JIBS, Business Administration. Jönköping University, Jönköping International Business School, JIBS, Media Management and Transformation Centre (MMTC).ORCID iD: 0000-0002-2629-6968
University of Helsinki, Finland.
2015 (English)In: International Journal of Managing Projects in Business/Emerald, ISSN 1753-8378, E-ISSN 1753-8386, Vol. 8, no 2, 324-348 p.Article in journal (Refereed) Published
Abstract [en]

Purpose

The purpose of this paper is to establish an understanding of what projectification means, how projectification is driven forward, as well as what the consequences of projectification are in an European Union (EU) context, and in the public sector in general.

Design/methodology/approach

The research methods consist of a literature review as well as a meta-analysis of key EU policy documents related to the functioning of regional development and projects. The paper shows that structural developments brought forth by a projectification in a public sector context have significant consequences.

Findings

Without contextually sensitive interlinking mechanisms between temporary and permanent structures projects risk losing their flexible and innovative qualities, and may fragment the ability of permanent organisations for maintaining coordination and continuity. The findings suggests that the proximity of permanent organisations, the discretion of entrepreneurship, the political priority of the task, the inclusion of competencies and interests, and the quality of transfer mechanisms are essential variables in explaining the outcome of temporary organisations in a politico-administrative context.

Research limitations/implications

The paper contributes to the literature on projects in a public sector context and suggests that comparative research on the drivers and consequences of public sector projectification in supranational as well as national contexts is needed.

Practical implications

The increasing requirements for applied project management skills and methods as criteria for project selection in the public sector highlight the importance of a broader theoretical and practical understanding of projectification.

Originality/value

The paper adds a new dimension to the projectification debate by presenting a descriptive and conceptual discussion about the consequences of public sector projectification in an EU context. It complements an existing theory of the temporary organisation and takes the first steps towards a theory applicable to projectification in a public context.

Place, publisher, year, edition, pages
2015. Vol. 8, no 2, 324-348 p.
Keyword [en]
Governance, European Union, Projectification, Recoupling
National Category
Business Administration
Identifiers
URN: urn:nbn:se:hj:diva-28541DOI: 10.1108/IJMPB-05-2014-0049ISI: 000355671500007Scopus ID: 2-s2.0-84958527915Local ID: IHHMMTCISOAI: oai:DiVA.org:hj-28541DiVA: diva2:881271
Available from: 2015-12-10 Created: 2015-12-10 Last updated: 2016-03-22Bibliographically approved

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CiteExportLink to record
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Citation style
  • apa
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