This page is older archived content from an older version of the Emerald Publishing website.

As such, it may not display exactly as originally intended.

Exploring Processual and Critical Avenues at the Crossroad of Entrepreneurship and Project Management

Special issue call for papers from International Journal of Managing Projects in Business

Guest Editors: Olivier Germain and Monique Aubry, School of Business and Management, Université du Québec à Montréal

Entrepreneurship and project management share lots of assumptions, concepts, and practices even though they seem to relatively ignore each other as disciplines. Performing a project or a venture is a matter of time and duration: both disciplines seem concerned with the imperative of deadlines and the move from project to operations, but both also face the challenge of reconsidering their object as an ongoing phenomena in a more processual way (Hjorth et al., 2015; Sergi,  2012). Project management and entrepreneurship are also rooted in some strong mythological assumptions that should be challenged about the intentionality and the agentivity of the entrepreneur / project manager even though both fields increasingly highlight the significance of social contexts and collective forms of action. Both fields also face some stimulating challenges about unfolding the range of epistemological assumptions beyond a functionalist-positivist paradigm which over-estimated the place of tools, rational action and efficiency (Konstantinou & Müller, 2016 (In Press)). Making a project or a venture happen is about organizing the creation process of novelty, experiencing the ordinariness of practices and elaborating consistent narratives (Blomquist et al., 2010; Drouin et al., 2013).

This special issue of International Journal of Managing Projects in Business

This special issue aims to explore processual and critical research avenues and consider opportunities to encourage a stimulating conversation between both fields. Here, we identify three theoretical movements:
(1) From project management to entrepreneurship. For instance, venturing process might be considered in many aspects as an ongoing project, but very few scholars aim at comparing both processes and their potential cross-fertilization. More broadly, Lingren and Packendorff (2003, p. 89) suggest the potentialities of a project-based approach to entrepreneurship based on three proximities: entrepreneurial acts are temporary collective experiences in different contexts; entrepreneurship can be studied in terms of people performing entrepreneurial acts in their everyday life; entrepreneurial acts are discontinuities in individual life paths that imply identity (re)constructions.
(2) From entrepreneurship to project management. Project management tends to focus on project as a tool for implementing strategy and ignore its creative or exploratory side. Projects are associated with changes. They consist of the efficient exploitation of a competitive advantage or in renewing the strategy through the exploration of margins. An entrepreneurial view of projects would offer some avenues in addressing the creation of novelty through projects. In the same vein, the figure of the entrepreneur is probably useful to rethink the role of the project manager in some complex and pluralistic contexts (DeFillipi & Spring, 2004). This approach might be very fruitful in the social context of megaprojects (Flyvbjerg, Landman, & Schram, 2012). 
(3) At the intersection of the two fields. Project management and entrepreneurship meet some close debates about the projectification of society or the entrepreneurial society, about "projectified" or enterprising selves (Lundin et al., 2015). Discourses in both fields - the invasive call for entrepreneurship and projectification - currently contribute to the making of a new subject in organizations and to create a series of juxtapositions within the self (Bröckling, 2016). Working at this intersection may thus enrich our understanding of how local and temporary identities are performed and unfold in the flow of action. The inclination towards an entrepreneurial / projectified organization also provides prospects for the re-imagination of the labour organization. For instance, the project-based organizing may be analyzed in its entrepreneurial dynamic, its ability to truly produce novelty or its tendency to bureaucratize creativity (Cattani et al., 2012; Ferriani et al, 2009).

We encourage scholars working on extreme contexts, social enterprises, public organizations and cultural industries to submit papers and develop new theoretical lenses at the crossroad of entrepreneurship and project management.

In short, this special issue welcomes papers from scholars in one or the other field experiencing new ideas, practices and methods at the crossroad of entrepreneurship and project management and searching for a significant locus for this innovative conversation. This issue is thus open to a wide range of research methods, theoretical frameworks and epistemological paradigms but guest editors will be very attentive to innovative and empirical researches.
Blomquist, T., Hällgren, M., Nilsson, A. and Söderholm, A. (2010), Project-as-practice: In search of project management research that matters. Project Management Journal Vol. 41, pp.5-16
Bröckling, U. (2016), The entrepreneurial self. Fabricating a new type of subject, Sage.
Cattani, G., Ferriani, S., Frederiksen, L. and  Täube, F. (Eds.). (2011), Advances in Strategic Management: Project-based Organizing and Strategic Management, Vol.28, Emerald Group Publishing.
DeFillippi, R. and Spring, S. (2004), “Project entrepreneurs for project-based enterprises: Extension or complement to project management competencies?”, Projects and Profits, vol. 4(2), pp. 50-57.
Drouin, N., Müller, R. and Sankaran, S. (2013), Novel Approaches to Organizational Project Management Research. Translational and Transformational, Copenhagen Business School Press.
Ferriani, S., Cattani, G. and Baden-Fuller, Ch. (2009), "The Relational Antecedents of Project-Entrepreneurship: Network Centrality, Team Composition and Project Performance", Research Policy, vol. 38 (10), pp. 1545–1558
Flyvbjerg, B., Landman, T. and Schram, S. (Eds.) (2012), Real Social Science: Applied Phronesis. Cambridge (UK): Cambridge University Press.
Hjorth, D., Holt, R. and  Steyaert, C. (2015), "Entrepreneurship and process studies", International Small Business Journal, vol. 33 (6), pp. 599-611.
Konstantinou, E. and  Müller, R,  (2016 (In Press)), "The role of philosophy in project management", Project Management Journal. 
Lindgren, M. and Packendorff, M. (2003), ”A project-based view of entrepreneurship: Towards action-orientation, seriality and collectivity”. In: Steyaert, C. and Hjorth, D. (eds.), New movements in entrepreneurship, Cheltenham: Edward Elgar, pp. 86-102.
Lundin, R.A., Arvidson, N., Brady, T., Ekstedt, E., Midler, C. and Sydow, J. (2015), Managing and working in project society: Institutional Challenges of Temporary Organizations, Cambridge (UK): Cambridge University Press.
Sergi, V. (2012), "Bounded becoming: insights from understanding projects in situation", International Journal of Managing Projects in Business, Vol. 5 (3), pp.345 - 363.

Submission Procedure:
Submissions to this journal are through the ScholarOne submission system here:
Please visit the author guidelines for the journal at:
Please ensure you select this special issue from the relevant drop down menu on page four of the submission process.

Key Dates:
Deadline for submission of full drafts: 31st January 2017
Submission of comments by reviewers: 15th March 2017
Final version:  15th of July 2017
Issue publication: Autumn 2017