[1]
|
Flyvbjerg, B., M.K.S. Holm and S.L. Buhl, Underestimating Costs in Public Works Projects. Error or Lie? American Planning Association Journal, vol. 68, No.3, 2002, pp. 279-295.
|
[2]
|
Marrewijk, Van, A. And M. Veenswijk, The culture of project management, understanding daily life in complex megaprojects Prentice Hall, Harlow, Essex, 2006
|
[3]
|
Veenswijk, M., Cultural Change in the Public Sector: Innovating the frontstage and backstage, in: M. Veenswijk (ed) Organizing Innovation, new approaches to cultural change and intervention in Public sector organizations, IOS Press, Amsterdam, 2005
|
[4]
|
Veenswijk, M. Surviving the innovation paradox: The case of Megaproject X, The Innovation Jopurnal, The Public Innovation Journal, Vol. 11, No. 2, 2006
|
[5]
|
Weick, K.E., Sensmaking in Organisations. Sage, London, 1995
|
[6]
|
Pfeffer J. & Salancik G.R., The External Control of Organisations: a Resource Dependence Perspective. New York: Harper & Row Publishers, 1978
|
[7]
|
Starbuck, W.H. Organisations and their environments. In M.D. Dunette (Ed.), Handbook of Industrial and Organisational Psychology (pp. 1069–1124). Chicago: Rand McNally Publishers, 1976
|
[8]
|
Scott, W.R. Organisations, Rational Natural and Open Systems. London: Prentice Hall, 1981
|
[9]
|
Chanlat, J.F., Francophone Organizational Analysis, in: Organisational Studies, Vol. 15, 1994, pp. 47-80
|
[10]
|
Berger, P.L., & T. Luckmann The social construction of reality, Garden City, New York, 1976 (orig.1966)
|
[11]
|
Weick, K.E., Sensmaking in Organisations. Sage, London, 1995
|
[12]
|
Veenswijk, M., Organizing Innovation, new approaches to cultural change and intervention in Public sector organizations, IOS Press, Amsterdam, 2005
|
[13]
|
McLaughlin, K.P. Clegg, S. R., Marosszeky, M., & Rura-Polley, T., Constructing the Olympic Dream: A Future Perfect Strategy of Project Management. Organisation Science, Vol. 14 No. 5, 2003, pp. 574-590.
|
[14]
|
Veenswijk, M.B. and C. Chisalita, The importance of Power and Ideology in Communities of Practice: The case of a de-marginalized user interface design team in a failing multi-national design company, in: International Journal ofTechnology and People, vol 20 no.1, 2007, pp. 483-504
|
[15]
|
Note: parts of these episodes are alsoc described in Veenswijk, 2006
|
[16]
|
Dorée, A. G. Collusion in the Dutch construction industry: an industrial organization perspective. Building Research & Information, Vol. 32, No. 2, 2004, pp. 146-156.
|
[17]
|
Van Den Heuvel, G.The Parliamentary Enquiry on Fraud in the Dutch Construction Industry Collusion as Concept Between Corruption and State-Corporate Crime. Crime, Law & Social change, Vol. 44, No. 2, 2005, pp. 133-152.
|
[18]
|
Berendse, M. & M. Veenswijk, Constructing new working practices through project narratives, in: International Journal of Project Organization an Management, Vol. 1, No. 1, 2008, pp. 65-85
|
[19]
|
Sminia, H. Institutional Continuity and the Dutch Construction Industry Fiddle. Organization Studies, Vol. 32, No.11, 2011, pp. 1559-1585.
|
[20]
|
Veenswijk, M.B., A.H. van Marrewijk, and F.K. Boersma, F.K, Developing New knowledge in collaborative relationships in megaproject alliances: Organizing reflection in the Dutch construction sector. International Journal of Knowledge Management Studies, Vol.4, No.2, 2010, pp. 216-232.
|