Projects’ Social Effects: TheProject Orientated Society
| dc.contributor.author | Czibere, Ibolya | |
| dc.contributor.status | igen | hu_HU |
| dc.date.accessioned | 2020-12-11T14:47:05Z | |
| dc.date.available | 2020-12-11T14:47:05Z | |
| dc.date.issued | 2014 | |
| dc.description.abstract | The new organisational strategy, Project Orientated Management was presented in 1990 in Vienna opening the third developmental stage of project management knowledge. This strategy is based on a fundamental coherence stating that every project functions as a temporary organisation and, therefore, offers strategic options for the usual organisational structures (with the incorporation of projects into the organisational structures, temporary organisations are created that disappear as soon as their individual task is done). This approach dramatically increases the importance of projects regardless of the previously known coherence that states a project created for various aims in public, non-profit and industrial sectors can heavily improve a company’s efficiency and its chances of survival as well. These processes result in power shifts in society and change the forms of knowledge utilization. | hu_HU |
| dc.identifier.issn | 2063-6415 | |
| dc.identifier.issue | 4 | hu_HU |
| dc.identifier.jtitle | Metszetek | |
| dc.identifier.uri | http://hdl.handle.net/2437/299597 | |
| dc.identifier.volume | 2014 | hu_HU |
| dc.language.iso | en | hu_HU |
| dc.rights.cc | CC BY-NC-ND 4.0 | |
| dc.rights.uri | https://creativecommons.org/licenses/by-nc-nd/4.0/ | |
| dc.subject | Projects’ Social Effects: TheProject Orientated Society | hu_HU |
| dc.title | Projects’ Social Effects: TheProject Orientated Society | hu_HU |
| dc.type | article |