工程管理專業(yè)外文文獻以及漢文翻譯

1、 外文文獻： 外文文獻：The project management office as an organisational innovationBrian Hobbs *, Monique Aubry, Denis ThuillierUniversity of Quebec at Montreal, Department of Management and Technology, PO Box 8888, Downtown St

2、ation, Montreal, Que, Canada H3C 3P8Received 15 May 2008; accepted 20 May 2008AbstractThe paper presents an investigation of the creation and the reconfiguration of project management offices (PMOs) as an organizational

3、innovation. The analysis of 11 organisational transformations centred on the implementation or reconfiguration of PMOs is presented. The objective of the paper is to contribute to a better understanding of PMOs and of th

4、e dynamic relationship between project management and the organisational context. The aim is also to integrate the examination of PMOs as an organisational innovation into the mainstream of research on the place of proje

5、ct management in organisations and more widely to the ‘‘rethinking of project management.”1. IntroductionQuite often over the last decade, the observation has been made that organisations are facing a new context charact

6、erized by increased competition, increased rates of product, service and process innovation and an increasing emphasis on time to market. Organisations have responded to these challenges by developing new, more flexible

7、organisational forms [1] in which projects are both more numerous and more strategically important [2]. As part of the response to these new challenges and as part of the movement to increase both the number and the stra

8、tegic importanceof projects many organisations have implemented a new organisational entity the most common name for which is the project management office or PMO. The PMO has been addressed extensively in the profession

9、al literature [3–5]. However, there has been very little theoretical or empirical research on the topic. In addition, this organisational innovation has not been examined extensively within the literature stream describe

10、d above.with the contribution of new knowledge stemming from a variety of sources: economics [9–11], organisational management [12], sociology [13] and social ecology [14]. Others provide a categorization of innovation b

11、ased on product, process or architecture [15,16].In this perspective, organisations are considered to be very similar, responding to the same incentives. The objectives of research are often to provide organisations with

12、 practical solutions determining factors to innovative success.Innovation theory is now shifting to a social innovation approach, broadening the concept of technological innovation to a social system. ‘‘[...]the sociolog

13、ical crucial point is that organisations have not only become prominent actors in society, they may have become the only kind of actor with significant cultural and political influence. Yet, recent organisation theory ha

14、s surprisingly little to say about how organisations affect the society.” [13, p. 148] New questions have emerged which lead to motivation theory and to the context of innovation that rehabilitates history along with inn

15、ovation, thus introducing the temporal element to the social innovation system [17,18]. This historical perspective was a natural step after the ecological model which demonstrated the usefulness of the biological metaph

16、or with the concepts of evolution and co-evolution [19]. This social approach paved the way for looking at organisations as part of the social innovation system and new forms of structure as innovations. Along this line

17、of thought, innovation is viewed as an art or, more exactly, as a craft [18]. Innovation then becomes a creative act, the dynamic construction of something new in which it can be difficult to discern any regular pattern

18、1 [20].3.2. From evolutionary theory to co-evolutionThe evolutionary theory was developed in the theory of organizations based on a biological metaphor. A basic evolutionary model of an organisation envisions it as a col

19、lection of routines or stable bundles of activities. With time, variation occurs within these routines with the result that any given set of routines evolves, whether intentionally or not. A certain number of new routine

20、s are then adopted as temporarily permanent practices. This simple variation–selection–retention repeats continuously [21, p. 76].Evolutionary theories are made up of two major groups: contingency theories and social the