Enacting Strategy Through Projects: An Archetypal Approach [Archive.org URL]

In this paper, the authors advocate that a configuration perspective is needed to capture different kinds of project/programme governance approaches. The basic assumption being that different situations involve different environments and different characteristics and that project management governance cannot be taken out of context. Understanding these situations and contexts, and adapting decision-making and learning systems accordingly, is crucial. The underlying assumptions that have guided the development of corporate strategy are presented under the three umbrella titles of “capability”, “guerrilla” and “complexity” core concepts. The theory of complexity and its core concept of emergence are used to support the more recent enactment theory of strategy. The authors also present practical applications of the above.

Editor’s Note: as is probably obvious from the description above, this article was written by an academic and is not an easy, clear or especially interesting read…but some of the material covered, especially regarding strategy logics, is very worthwhile.

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