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p. 624. Arup’s adhocracy and projects in theorylocked

  • Andrew Davies

Abstract

‘Arup’s adhocracy and projects in theory’ considers how the spread of adaptive project structures in the 1960s and 1970s encouraged management scholars to develop new ways of thinking about organizations. It begins with Ove Arup’s work on the Sydney Opera House, which established a new model of architect and engineer collaborating in project teams to innovate and solve challenging problems. It then goes on to discuss some of the theoretical insights and perspectives introduced by organizational scholars to help us think about projects as an adaptive structure in a complex, unstable, and rapidly changing environment. It explains organization theory and adhocracy, the difference between stable and flexible project teams, and the contingent dimension of projects.

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