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Equifinality in Project Management Exploring Causal Complexity in Projects
Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
2013 (English)In: Systems research and behavioral science, ISSN 1092-7026, E-ISSN 1099-1743, Vol. 30, no 1, 2-14 p.Article in journal (Refereed) Published
Abstract [en]

Surveys reveal that the majority of innovation projects do not achieve their goals and waste resources. Notorious examples are the National Health Service's National Programme for IT project and many multibillion European Union funded projects. Academics and practitioners suggest that this failure is because conventional project management methods fail to capture the serendipitous, evolutionary and experimental nature of complex innovation projects. Results from previous research based on European Union healthcare innovation projects revealed that we need to develop a robust method based on the systems thinking construct of equifinality to understand and manage complex causality in projects. This paper critically evaluates how equifinality has been used in management research, the reasons for the discontinuous application of systems thinking and equifinality and examines the ways to embed equifinality in project management, arguing how holism, control, boundary management and causal complexity are critical to the application of system thinking in project management. 

Place, publisher, year, edition, pages
2013. Vol. 30, no 1, 2-14 p.
Keyword [en]
equifinality, systems thinking, research design, project management
National Category
Economics and Business
Identifiers
URN: urn:nbn:se:umu:diva-68927DOI: 10.1002/sres.2128ISI: 000316763900002OAI: oai:DiVA.org:umu-68927DiVA: diva2:619166
Available from: 2013-05-02 Created: 2013-04-29 Last updated: 2017-12-06Bibliographically approved

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  • asciidoc
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