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Developing an entrepreneurial project management model for social enterprise organisations

Mbiru, JE ORCID: 0000-0003-3323-9467 2020 , 'Developing an entrepreneurial project management model for social enterprise organisations', PhD thesis, University of Tasmania.

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Project management has emerged as a theoretical construct in guiding managerial
decision-making, whilst transforming from its traditional dominance in the fields of
construction and engineering into sectors such as social enterprise organisations. The
assumptions and priorities underpinning extant models of project management
necessarily reflect the external environmental forces, competitive dynamics and
organisational needs prevalent at the time of their development. There has been
recognition that these assumptions and priorities (i.e. their inherent bias towards
standards, policies and adherence to guidelines etc.) serve to undermine the role of
project management in supporting proactiveness, innovation and creativity needed by
organisations to compete in contemporary dynamic markets. To this end, corporate
entrepreneurship (CE) literature has provided a strong theoretical basis for
incorporating entrepreneurial actions, orientations and decisions into ‘traditional’
project management processes. As such, this thesis aims to advance understanding for
the bases and processes of developing an Entrepreneurial Project Management (EPM)
model through the lens of social enterprise organisations in a developing country
context. Specifically, this thesis aims to address the following research question: In
what ways can project management incorporate elements of CE to construct an EPM
Model through the lens of social enterprise organisations in a developing country
This study employed a multiple-embedded case study approach and relied upon
qualitative data gathering and analysis techniques to construct an EPM Model. This
qualitative study used a mixed method approach in the form of documentary analysis
and semi-structured interviews with twenty-eight key informants. The selection of key
informants was based on the managerial experience and their role in project
management in social enterprise organisations.
This research has found that an EPM Model comprises six important components: (a)
entrepreneurial initiation, (b) entrepreneurial planning, (c) entrepreneurial execution,
(d) entrepreneurial monitoring and controlling, (e) perform integrated change control,
and (f) entrepreneurial closing processes, each of which complements the other to
complete the project life-cycle. Overall, this study has identified that a theoretical
model linking project management and corporate entrepreneurship theories provides a
more influential examination of the developmental journey of project managers when
making complex and critical decision choices in a developing economy context, whilst
simultaneously incorporating the entrepreneurial notions of inter alia, risk-taking,
innovativeness, proactivity, creativity and competitiveness. Managing contemporary
projects potentially demands the possession of corporate entrepreneurial capabilities
for identifying and understanding opportunities and discovering creative approaches in
coordinating project activities. This study therefore, argues that the more dynamic and
complex the project environment, the stronger the appetite towards adopting an EPM
Model. Complex interrelationships between project management and CE have been
established for social enterprise organisations, which can serve as a baseline for future
strategic management research.

Item Type: Thesis - PhD
Authors/Creators:Mbiru, JE
Keywords: Project management; Entrepreneurship; Theory; Entrepreneurial project management; Social enterprises
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Copyright 2019 the author

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