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Title: The social adaptation of programme management : the adoption and implementation of a management innovation programme
Author: Grimshaw, Paul
ISNI:       0000 0004 2746 1536
Awarding Body: University of Leeds
Current Institution: University of Leeds
Date of Award: 2012
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Abstract Programme management (PgM) is both an increasingly-used form of management innovation (MI) and a vehicle for developing and delivering management innovation. Current programme management research is focused on a number of dominant, simple contexts; and grounded in existing project management terminology and practice, that are based on 'hard systems thinking'. There is a need to explore PgM in different contexts and to build a more interpretive, less prescriptive account of programme management. This thesis connects the literatures of MI and PgM for the first time. In contrast to much of the existing PgM literature this research focuses on the social context forming around programme and projects, adopting a longitudinal, realist, mixed-methods approach. Social network analysis is combined with interview and observation data to explore the programme development. The study focuses on a case study of a publicly-funded innovative programme in a 'triple helix' setting and examines the evolving programme roles, the emerging relationships, routines and rules devised and introduced within the programme in its adoption and implementation. Programme sponsors and programme managers occupy influential roles in the programme management literature. The study shows how these roles influence the social context through early adoption and implementation phases of an innovative programme. The study indicates how 'programme champions' use their personal networks and connectivity to wider stakeholder networks, to build the programme vision and establish strategic aims and to provide support across the programme. The study demonstrates the use of personal networks to build authority and to bridge commercial and academic differences. Mls such as stage-gate models and increased 'openness' are deployed as rules and routines for introducing the programme management aims. Difficulties occur in programme implementation when the influence of programme management control is challenged as new networks provide and support differing programme assumptions. Distinct network trajectories are highlighted as barriers to programme level influence at the level of programme and project interaction. iii
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID:  DOI: Not available