This article examines three practices of strategising/organising – strategy workshops, the project management of strategic and organisational initiatives, and the creation of symbolic artefacts to communicate strategic change. These are seen through a practice theory lens that emphasises...

This paper explores the contradictory pressures for standardisation and customisation in reorganisation processes. Taking a ‘practice lens’ (Orlikowski, 2000), it examines eight on-going reorganisations, from both private and non-private sectors, using photography, observation and extensive...

The successful delivery of major infrastructure projects is increasingly vital to the global economy, with an estimated $22 trillion in projected investments to be spent in emerging economies alone (The Economist, June 7, 2008). Projected benefits include employment, the purchase of domestic...

Nowadays, projects and project management can be found in virtually all organisations. Accordingly, preventing project failure has become increasingly critical. In light of this, attempts have been made to redefine the conceptual bases of project management and to define new avenues for...

When do parties use emotive rhetoric to appeal to voters? In this article, we argue that politicians are more likely to employ positive affect (valence) in their rhetoric to appeal to voters when parties are not ideologically distinct and when there is uncertainty about public preferences. To...

This article describes how the management and organization of the South African 2010 FIFA World Cup stadium program shaped the current legacy of an oversupply of overdesigned and underutilized stadiums. The article identifies seven key factors that explain the differences between expected...