Towards more flexible approach to governance to allow innovation: the case of UK infrastructure

Abstract

PurposeThe purpose of this paper is to explore the governance in project organising where owner organisations interface with the temporary project organisations that they initiate. This interface between the two types of organisation represents an opportunity for innovation.Design/methodology/approachIn total, 25 narrative interviews were conducted with managers who work in permanent owner and operator organisations and temporary project organisations. It is combined with the analysis of textual narratives represented in institutional reports (APM, IPA, PMI).FindingsThe findings show that it is the flexible and balanced approach to governance that allows innovation to emerge. Strong capable innovative owners play crucial role in creating the corporate governance framework to allow innovation in projects.Research limitations/implicationsThe current research presents narratives voiced by senior managers in permanent owner and operator organisations and temporary project organisations. The ways governance can be adjusted through the life cycle of major programmes require further a more longitudinal research investigation.Practical implicationsThe practical benefits for the project management community is a better understanding of corporate governance in owner and operator organisations, the role of leadership and their narratives in governing processes, and the impact of strong governance on organisational performance and project deliverables.Social implicationsSenior managers socially constructed the meaning of governance through narratives. The author learn about practices of governance through the perspectives of those involved in decision making.Originality/valueThis paper contributes to project management theory in two ways: it provides insight into the practice of corporate governance; and it develops the application of narrative enquiry to project management research.