Abstract
The article contributes to our understanding of the drivers behind, and the nature of, project management implementation in the complex context of a transitional economy. Relevant insights are generated through an integrated and dynamic analysis of interviews and secondary data from a sample of local organizations, based on a conceptual model of strategic transformation. The analysis concludes with propositions about how both adoption of and resistance to project management implementation in the region could be understood from a strategic point of view, taking into account complex and dissonant circumstances of transition, history, cultural tradition, embedded social values, and identities of individual organizational members.
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