Cover; Half Title; Title Page; Copyright Page; Dedication; Table of Contents; Dedication; Contents; Foreword; Preface; Acknowledgments; About the Authors; Introduction: Blowing Hot and Cold on Project Management; Part One -- Polar Expeditions; Chapter 1: A Polar Expedition Project and Project Management; 1.1. The Expedition Project in the Light of Bruno Latour's Thought; 1.1.1. Actors and Objects; 1.1.2. Controversies; 1.2. The Expedition Experience and Insights for Project Management; 1.2.1. Team Formation: Prototyping Potential Situations and Managing Expectations
1.2.2. The Relationship between Preparation and Action: Adapting and Preparing to Improvise, Rather than Planning1.2.3. Knowledge and Ignorance: Knowledge in Action; 1.3. Conclusion; References; Chapter 2: Ambidexterity as a Project Leader Competency: A Comparative Case Study of Two Polar Expeditions; 2.1. Suggested Analytical Framework; 2.1.1. The Dual Nature of Project Ambidexterity; 2.1.2. Ambidexterity According to March; 2.1.3. Ambidexterity According to Mintzberg; 2.2. Comparative Case Study of Two Polar Expeditions; 2.2.1. Methodology; 2.2.2. The Two Expeditions
2.3. Management Methods Used in a Critical Situation during Each Expedition2.3.1. The ARC Expedition's Critical Situation: Protecting against Bear Attacks; 2.3.2. The ANT Expedition's Critical Situation: Mooring the Ship in the Bay of Whales; 2.4. Conclusion; References; Chapter 3: Mobilization and Sensibility on Polar Expeditions: More than Mere Motivation; 3.1. Contributions from Motivational Psychology and the Philosophy of Experience to the Notion of Commitment; 3.1.1. Motivational Psychology; 3.1.2. The Philosophy of Experience
3.2. Expressed Motivation and Mobilization during a Polar Expedition3.2.1. Polar Discovery as a Common Motivation; 3.2.2. Observable Evidence of Mobilization; 3.2.3. The Financial Investment; 3.2.4. The Issue of Sensibility; 3.2.5. Sensibility Differences and Expedition Conduct; 3.3. Conclusion; References; Chapter 4: Mobilizing Social Networks beyond Project Team Boundaries: The Case of Polar Expeditions; 4.1. Two Case Studies on How Social Networks Are Mobilized for the Organization of Polar Expeditions; 4.1.1. Joël's Polar Expedition; 4.1.2. Luc's Polar Expedition
4.2. Cooperation in Project Management and the Types of Ties Mobilized4.2.1. Advantages and Limitations of the Two Network Mobilization Approaches; 4.2.2. Cooperation: Strong Tie or Weak Tie?; 4.3. Three Illustrations of Weak Ties and Cooperative Potential; 4.3.1. A Weak Tie without Cooperative Potential; 4.3.2. A Weak Tie Potentially Cooperative from a Utilitarian (or Complementary) Stance; 4.3.3. A Weak Tie Potentially Cooperative from a Shared-Identity (or Communautarian) Stance; 4.4. Conclusions: Perspectives on Entry into Cooperation in Project Management; References
Notes
Chapter 5: A Methodology for Investigating the "Actual" Course of a Project: The Case of a Polar Expedition
