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When project-based management causes distress at work

Author

Listed:
  • Alain Asquin

    (Institut d'Administration des Entreprises (IAE) - Lyon)

  • Gilles Garel

    (UPE - Université Paris-Est)

  • Thierry Picq

    (EM - EMLyon Business School)

Abstract

The aim of this paper is to explore the collateral effects of project-based management. Our purpose is not to deny the value of projects to corporate performance but to encourage companies to pay greater attention to the collateral effects this form of management causes for both individuals and groups. To this end, an exploratory research exercise was devised as a means of gathering evidence from interviews conducted outside the workplace but in a sufficiently rigorous manner to guarantee its authenticity. Three categories of risks were identified, together with nine main pathologies. These results reveal the need for a more detailed study in order to encourage the human resources function (HRF) to engage with the issues raised.

Suggested Citation

  • Alain Asquin & Gilles Garel & Thierry Picq, 2010. "When project-based management causes distress at work," Post-Print hal-02312557, HAL.
    • Handle: RePEc:hal:journl:hal-02312557
    DOI: 10.1016/j.ijproman.2009.08.006
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    Cited by:

    1. Alain Asquin, 2012. "L'hypofirme, fabrique de projets hypermodernes," Post-Print halshs-00958166, HAL.
    2. An, Nan & Qiang, Maoshan & Wen, Qi & Jiang, Hanchen & Xia, Bingqing, 2019. "Contribution of project managers’ capability to project ending performance under stressful conditions," European Management Journal, Elsevier, vol. 37(2), pages 198-209.
    3. Helen Clare Lingard & Valerie Francis & Michelle Turner, 2010. "The rhythms of project life: a longitudinal analysis of work hours and work-life experiences in construction," Construction Management and Economics, Taylor & Francis Journals, vol. 28(10), pages 1085-1098.

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