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Something old, something new: Path dependence and path creation during the early stage of a project

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Something old, something new: Path dependence and path creation during the early stage of a project. / Aaltonen, Kirsi; Ahola, Tuomas; Artto, Karlos.

In: International Journal of Project Management, Vol. 35, No. 5, 2017, p. 749-762.

Research output: Contribution to journalArticleScientificpeer-review

Harvard

Aaltonen, K, Ahola, T & Artto, K 2017, 'Something old, something new: Path dependence and path creation during the early stage of a project', International Journal of Project Management, vol. 35, no. 5, pp. 749-762. https://doi.org/10.1016/j.ijproman.2017.03.004

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Aaltonen, Kirsi ; Ahola, Tuomas ; Artto, Karlos. / Something old, something new: Path dependence and path creation during the early stage of a project. In: International Journal of Project Management. 2017 ; Vol. 35, No. 5. pp. 749-762.

Bibtex - Download

@article{765661b44f3645849bc20d616b77632b,
title = "Something old, something new: Path dependence and path creation during the early stage of a project",
abstract = "Urban renewal projects involve several public and private stakeholders whose interaction during the project's early stage determines the scope of the project. Prior research has conveyed a somewhat ahistorical view of this early stage, based on the assumption that abundant design options are available to stakeholders. This study of a multi-stakeholder project, focused on the renewal of the commercial center of the historic garden cityof Tapiola, seeks to increase understanding of processes of path dependence and path creation during the project's early stage. The findings show how a project and its stakeholders can be locked into a path that is affected by the stakeholders' shared history. The findings further reveal how external triggering events, emergent stakeholder dynamics, and active individual agency contribute to change in the project's goals, enabling breaking of the shared path and the gradual creation of a new path.",
author = "Kirsi Aaltonen and Tuomas Ahola and Karlos Artto",
year = "2017",
doi = "10.1016/j.ijproman.2017.03.004",
language = "English",
volume = "35",
pages = "749--762",
journal = "International Journal of Project Management",
issn = "0263-7863",
publisher = "Elsevier",
number = "5",

}

RIS (suitable for import to EndNote) - Download

TY - JOUR

T1 - Something old, something new: Path dependence and path creation during the early stage of a project

AU - Aaltonen, Kirsi

AU - Ahola, Tuomas

AU - Artto, Karlos

PY - 2017

Y1 - 2017

N2 - Urban renewal projects involve several public and private stakeholders whose interaction during the project's early stage determines the scope of the project. Prior research has conveyed a somewhat ahistorical view of this early stage, based on the assumption that abundant design options are available to stakeholders. This study of a multi-stakeholder project, focused on the renewal of the commercial center of the historic garden cityof Tapiola, seeks to increase understanding of processes of path dependence and path creation during the project's early stage. The findings show how a project and its stakeholders can be locked into a path that is affected by the stakeholders' shared history. The findings further reveal how external triggering events, emergent stakeholder dynamics, and active individual agency contribute to change in the project's goals, enabling breaking of the shared path and the gradual creation of a new path.

AB - Urban renewal projects involve several public and private stakeholders whose interaction during the project's early stage determines the scope of the project. Prior research has conveyed a somewhat ahistorical view of this early stage, based on the assumption that abundant design options are available to stakeholders. This study of a multi-stakeholder project, focused on the renewal of the commercial center of the historic garden cityof Tapiola, seeks to increase understanding of processes of path dependence and path creation during the project's early stage. The findings show how a project and its stakeholders can be locked into a path that is affected by the stakeholders' shared history. The findings further reveal how external triggering events, emergent stakeholder dynamics, and active individual agency contribute to change in the project's goals, enabling breaking of the shared path and the gradual creation of a new path.

U2 - 10.1016/j.ijproman.2017.03.004

DO - 10.1016/j.ijproman.2017.03.004

M3 - Article

VL - 35

SP - 749

EP - 762

JO - International Journal of Project Management

JF - International Journal of Project Management

SN - 0263-7863

IS - 5

ER -