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dc.contributor.authorVolden, Gro Holst
dc.contributor.authorAndersen, Bjørn
dc.date.accessioned2018-03-05T08:58:06Z
dc.date.available2018-03-05T08:58:06Z
dc.date.created2018-03-01T13:45:55Z
dc.date.issued2018
dc.identifier.citationInternational Journal of Managing Projects in Business. 2018, 11 (1), 174-197.nb_NO
dc.identifier.issn1753-8378
dc.identifier.urihttp://hdl.handle.net/11250/2488475
dc.description.abstractPurpose The purpose of this paper is to study public project governance frameworks in various ministries and agencies in Norway, following the introduction of such a framework on the topmost level (i.e. the cabinet) which applies to the very largest projects. Design/methodology/approach The study is methodologically designed as a qualitative assessment of project governance frameworks that apply to state-funded investment projects in selected sectors, based on data gathered through document reviews and interviews. Findings The study finds that all of the agencies have introduced their own project governance frameworks, which are basically consistent with the recommendations from the project management literature and with the cabinet’s overall requirements in Norway. By contrast, only one ministry has taken a formalized role as a project owner. Governance tasks thus seem to be extensively delegated to the subordinate agencies. This even includes strategic tasks such as project selection and portfolio management, and implies there is a risk that public project governance has a narrow and internal focus. Originality/value The paper is a first step toward a better understanding of public project governance as a hierarchical system and the relationship between project owners on three levels, the cabinet, the sectoral ministry, and the government agency.nb_NO
dc.language.isoengnb_NO
dc.publisherEmeraldnb_NO
dc.titleThe hierarchy of public project governance frameworks: An empirical study of principles and practices in Norwegian ministries and agenciesnb_NO
dc.typeJournal articlenb_NO
dc.typePeer reviewednb_NO
dc.description.versionacceptedVersionnb_NO
dc.source.pagenumber174-197nb_NO
dc.source.volume11nb_NO
dc.source.journalInternational Journal of Managing Projects in Businessnb_NO
dc.source.issue1nb_NO
dc.identifier.doi10.1108/IJMPB-04-2017-0040
dc.identifier.cristin1569800
dc.description.localcode© 2018. This is the authors' accepted and refereed manuscript to the article. The final authenticated version is available online at: http://www.emeraldinsight.com/doi/full/10.1108/IJMPB-04-2017-0040nb_NO
cristin.unitcode194,64,91,0
cristin.unitnameInstitutt for bygg- og miljøteknikk
cristin.ispublishedtrue
cristin.fulltextpostprint
cristin.qualitycode1


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