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Theoretical background<br />

(2005) describe how project managers are challenged to identify the key<br />

stakeholders <strong>and</strong> decide how <strong>and</strong> when to involve them in the project.<br />

Recent research has also shown how unexpected events, deviations, or<br />

exceptions that stem from the project’s stakeholder environment may have<br />

an impact on the project (Aaltonen et al., 2010; Hällgren & Maaninen-<br />

Olsson, 2005; Söderholm, 2008). Whereas the traditional project<br />

management perspective has viewed the project’s embeddedness mainly as<br />

a dysfunction <strong>and</strong> regarded environmental influences as distractions to<br />

project execution, a more recent perspective suggests that embeddedness<br />

should be taken <strong>for</strong> granted, <strong>and</strong> one should concentrate on h<strong>and</strong>ling<br />

environmental influences in a way that benefits both the focal project <strong>and</strong><br />

the surrounding organization(s) (Blomquist & Packendorff, 1998).<br />

Authors adopting the temporary organization view acknowledge the<br />

importance of a project’s or program’s relations with its environment, <strong>and</strong><br />

have encouraged more research on this topic (Grabher, 2002; Lundin &<br />

Söderholm, 1995; Lundin & Steinthórsson, 2003; Turner & Müller, 2003).<br />

Although temporary organizations may be embedded in multiple<br />

organizations, complex stakeholder networks <strong>and</strong> wider institutional fields<br />

(Manning, 2008), the present study focuses on the relationship between a<br />

change program <strong>and</strong> its parent organization. A change program is affected<br />

by the wider context <strong>and</strong> it may interact with several external organizations<br />

<strong>and</strong> groups, but the parent organization provides the immediate operating<br />

environment <strong>for</strong> the program. As Andersen (2008) notes, the entire<br />

purpose of the program is value creation <strong>for</strong> its parent organization. Figure<br />

1 depicts the focus of the present study by portraying an internal change<br />

program within its parent organization.<br />

Figure 1 Illustration of a change program embedded in its parent organization<br />

The next section reviews existing literature concerning the interplay of<br />

programs <strong>and</strong> projects with their parent organizations.<br />

52

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