【正文】 D function exists for specific purposes of project management innovation. 山東建筑大學(xué)畢業(yè)設(shè)計外文文獻及譯文 7 We argue that anisation itself is worth considering as the object of innovation and not only a means for product or process innovation (Schumpeter 1934 cited in [36]. Organisational innovation has been explored in the field of project management [37]. Building on institutional isomorphism, Martinsuo et al. [37] explore projectbased management as an anisational innovation. The aim of their research was to understand the adoption of projectbased management as an anisational innovation. More specifically it aims to identify the drivers that lead to adoption of projectbased management and the results from adopting it in terms of changes and benefits. Their research on 111 panies from different industries reveals that contextrelated elements, such as external pressure and internal plexity, play a role as drivers for introducing projectbased management. For the purpose of this research, anisational innovation is defined as a new, nonobvious and useful set of rules, processes and structure that has found viable application in anisations. 4. Implementing or reconfiguring a PMO as an anisational change Implementing a PMO or reconfiguring an existing PMO is an important anisational change. This change is often part of a wider anisational reconfiguration. A methodology and an interpretive framework is needed that can capture the dynamic plexity of anisational change. The approach that has been adopted investigates the PMO embedded in its anisational context. The approach can be related to a long tradition of contextual studies in the literature on project anisations from Midler [7] to Pellegrinelli et al. [38]. History and context are essential to the understanding of what is observed at any one point in space and time in plex systems such as anisations [39]. The theoretical foundations of the social innovation system framework take into account the context in which such anisational innovations take place [40]. Social innovation builds also on a bidirectional relation that conceives of anisational innovations as sociallyconstructed and societyshaping [41]. Organisational innovations are produced by the interplay between actors in structures and the anisation as a whole. The PMO is a socially constructed entity that in turn shapes the anisation. The PMO and its host anisation coevolve. Organisational change occurs in a political environment. Changes to PMOs are both caused by political forces and shape a new political environment. Tensions within the 山東建筑大學(xué)畢業(yè)設(shè)計外文文獻及譯文 8 anisation play an important role in determining the path that an anisation’s development will follow. In turn, each new structural arrangement realigns the power structure and creates new tensions. The investigation of the creation or restructuring of PMOs will need to integrate the political dimension of anisational change. 5. The empirical study The methodological strategy is based upon a constructivist epistemology. Just as anisations are plex social entities, so too are the specific anisational project management structures that enpass PMOs. Our methodological strategy is designed to understand such plexity. We draw on Van de Ven’s [42] engaged scholarship, bringing together different points of view of key people involved with PMOs, and using a bination of qualitative and quantitative instruments. Four anisations have participated in the research. All have high levels of product innovation. All have at least several thousand employees and have highly developed project management methods and practices. They are from different economic sectors. Both qualitative and quantitative data were gathered from pany documents and systems and from interviews. The data collection covered the period from before the implementation of the first PMO to end of the study in 2021. It was important to cover a sufficient number of years for the history and the evolution of the PMOs to be revealed. The time period under investigation in each of the four anisations was respectively 12,10,8 and4 years. As was expected from the survey results, each anisation reconfigured its PMOs every3 to4years and sometimes sooner. The unit of analysis is the anisational transformation around an implementation or a reconfiguration of a PMO. The sample is made up of eleven ‘‘a(chǎn)nisational transformations”: four cases of implementing first PMOs and seven cases of reconfiguring existing PMOs. The anisational transformations have been modelled using a framework based on conditions, action/interaction and consequences proposed by Strauss and Corbin [43]. These three elements form a process that repeats itself, consequences being the conditions for the next iteration. In this approach, the PMO in one period is seen as a temporary state resulting from previous conditions and generating new consequences. This sequence constitutes the PMO structuring process, which is illustrated in Fig. 1. 山東建筑大學(xué)畢業(yè)設(shè)計外文文獻及譯文 9 The conditions that lead to an anisational transformation have been grouped under four themes: events from the surrounding social system, internal events, the philosophy of management and tensions to be resolved. The action/interaction element corresponds to the structuring itself. New tensions are among the consequences of the restructuring. Other consequences exist but the focus here is on the new tensions that are created. . Conditions From, the four conditions that give rise to a specific structure, the first two, social system events and internal events, are themes drawn from the social innovation framework. A good example of conditions related to the social system can be found in the telemunication case study with the major turbulences caused by the bursting of the dot bubble