Summary Most project management research to date has developed extended theories and concepts that de-contextualize projects from their cultural and institutional surroundings. Such de-contextualization tends to highlight instrumental factors and considerations, while at the same time...

In this article we examine the complex nature of organizational flexibility. We question the myth of flexibility as exclusively a top management interpretation of constant adaptiveness to environmental change by exploring the various rigidities involved in a seemingly adaptive organization. Our...

The purpose of this paper is to describe and explain the organizational change process in a Finnish bank group. The change is illustrated by a long-term merger process, whereby the structure of the bank group has been substantially revitalized. The major findings of the study indicate that a...