TY - JOUR
T1 - Managerial agency (re)producing project governance structure and context: Public-private partnerships in the Netherlands
AU - Benitez-Avila, Camilo
AU - Hartmann, Andreas
N1 - Funding Information:
This article is an outcome of the Ph.D. research of the first author at Twente University, part of the project “governance for smartening public–private partnerships” implemented in collaboration with the Erasmus University Rotterdam and financed by the Netherlands Organization for Scientific Research (NWO; Dutch Research Council: No. 409-14-014). Prof. Geert Dewulf was the promotor of this research project. We have no competing interest to declare.
Publisher Copyright:
© 2023
PY - 2023/5
Y1 - 2023/5
N2 - Project managers activate their agentic powers in the (re)production of project governance structure and the institutional context of projects. By examining three ongoing Public Private Partnership (PPP) projects within the Dutch policy path, we provide evidence that managers aim to improve their working conditions when enacting three project governing practices: upscaling issues, adapting, and reproducing. Additionally, we show that public project managers mobilized as a group of interest within the public parent organization are able to influence the policy context and improve their control position for future PPP agreements. We identify "emerging associativity" and "ideological legitimization" as core processes of managerial agency, deployed in project practice and influencing institutional contexts.
AB - Project managers activate their agentic powers in the (re)production of project governance structure and the institutional context of projects. By examining three ongoing Public Private Partnership (PPP) projects within the Dutch policy path, we provide evidence that managers aim to improve their working conditions when enacting three project governing practices: upscaling issues, adapting, and reproducing. Additionally, we show that public project managers mobilized as a group of interest within the public parent organization are able to influence the policy context and improve their control position for future PPP agreements. We identify "emerging associativity" and "ideological legitimization" as core processes of managerial agency, deployed in project practice and influencing institutional contexts.
KW - UT-Hybrid-D
U2 - 10.1016/j.ijproman.2023.102468
DO - 10.1016/j.ijproman.2023.102468
M3 - Article
SN - 0263-7863
VL - 41
JO - International journal of project management
JF - International journal of project management
IS - 4
M1 - 102468
ER -