Iterative Project Processes within Temporary Multi-Organizations in Construction: The Self-, Eco-, Re-Organizing Projects

Abstract

Theory-based studies claim that informal processes interfere with the formal mechanisms and structures of projects in the construction sector. These processes structure and transform multi-organizations. This four-year case study reveals empirical evidence about how processes effectively evolve over time and affect formal mechanisms and structures. The results show: (1) the significant differences between what is planned and what actually unfolds in project processes; (2) how iterative processes overshadow linear ones; (3) how informality and “iterativity” eventually end up as self-, eco-, and re-organizing projects and organizations, confirming that projects (re)create the very processes and structures that initiate them.