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Management as Power and Politics in Projects

In: Reimagining Sustainable Organization

Author

Listed:
  • Birgit Helene Jevnaker

    (BI Norwegian Business School)

  • Johan Olaisen

    (BI Norwegian Business School)

Abstract

In this chapter, we explore what impact do micropolitics and power have upon the conduct of project management in an organization? Drawing on interviews with project managers of four oil and gas firms, we discuss how the informal power and micropolitics played a massive role in the projects, and personal and relational knowledge appeared to achieve the expected project results. Power and micropolitics were regarded as necessary skills and tools for a successful project manager. A democratic and consensus-oriented culture opens for power games and micropolitics rather than hedging them. Compared to more hierarchical organizations, informal micropolitics and power mean a high potential to prolong and complicate decision processes and significantly reduce efficiency. The theoretical implication is a general model for power and micropolitics, while the practical implication understands how crucial informal power and micropolitics are in projects.

Suggested Citation

  • Birgit Helene Jevnaker & Johan Olaisen, 2022. "Management as Power and Politics in Projects," Springer Books, in: Reimagining Sustainable Organization, chapter 0, pages 75-92, Springer.
    • Handle: RePEc:spr:sprchp:978-3-030-96210-4_4
    DOI: 10.1007/978-3-030-96210-4_4
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