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The boundary relevance of the project manager's job: findings and implications for R & D management
Author(s) -
Organ Dennis W.,
Greene Charles N.
Publication year - 1972
Publication title -
randd management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.253
H-Index - 102
eISSN - 1467-9310
pISSN - 0033-6807
DOI - 10.1111/j.1467-9310.1972.tb00990.x
Subject(s) - relevance (law) , project manager , boundary (topology) , project management , functional manager , knowledge management , business , nurse manager , project management triangle , order (exchange) , psychology , management , project charter , political science , computer science , economics , mathematics , medicine , mathematical analysis , nursing , finance , law
Much of the stress and conflict in the project manager's job can be attributed to the boundary nature of that position. This study explores the relevance of recent developments in organizational role theory for clarification and understanding of the project manager's job. Findings are reported from a study which show that traditional management thought is inadequate for understanding the factors which regulate the project manager's behavior. One must recognize the boundary relevance of the project manager's role in order to avoid organizational or administrative arrangements that would be undesirable for project management. Several implications, which logically follow from the theory and findings on boundary role behavior, are noted for their relevance for R & D management.