| dc.contributor.author | Andersen, Bjørn Sørskot | |
| dc.contributor.author | Klakegg, Ole Jonny | |
| dc.contributor.author | Walker, Derek H.T. | |
| dc.date.accessioned | 2021-11-29T10:55:08Z | |
| dc.date.available | 2021-11-29T10:55:08Z | |
| dc.date.created | 2019-08-12T08:51:47Z | |
| dc.date.issued | 2019 | |
| dc.identifier.citation | Andersen, Bjørn , Ole Jonny Klakegg and Derek H. T. Walker , "IPD governance implications" , in Routledge Handbook of Integrated Project Delivery ed. Derek H. T. Walker and Steve Rowlinson (Abingdon: Routledge, 14 Aug 2019) | en_US |
| dc.identifier.isbn | 9781138736689 | |
| dc.identifier.uri | https://hdl.handle.net/11250/2831873 | |
| dc.description.abstract | Interest in project-management (PM) governance has grown steadily over the past decade. Turner (2006) introduced, over a decade ago, the role of governance (based on a definition of corporate governance) in the development of a theory of PM governance. Arguably, this was at the cusp of an emerging perspective of the importance of governance in understanding how projects are delivered. | en_US |
| dc.language.iso | eng | en_US |
| dc.publisher | Routledge | en_US |
| dc.relation.ispartof | Routledge Handbook of Integrated Project Delivery | |
| dc.title | IPD governance implications | en_US |
| dc.type | Chapter | en_US |
| dc.description.version | acceptedVersion | en_US |
| dc.rights.holder | @Routledge | en_US |
| dc.source.pagenumber | 417-438 | en_US |
| dc.identifier.doi | 10.1201/9781315185774-23 | |
| dc.identifier.cristin | 1715205 | |
| cristin.unitcode | 192,0,0,0 | |
| cristin.unitname | Norges miljø- og biovitenskapelige universitet | |
| cristin.ispublished | true | |
| cristin.fulltext | preprint | |
| cristin.qualitycode | 2 | |
