000			01581naa a2200193uu 4500
001			0032609422137
003			OSt
005			20190211170733.0
008			100326s2009 xx ||||gr |0|| 0 eng d
100	1		_aAALTONEN, Kirsi _939287
245	1	0	_aResponse strategies to stakeholder pressures in global projects
260			_aExeter, UK : _bElsevier, _cFebruary 2009
520	3		_aGlobal projects that are implemented in highly uncertain and turbulent environments inevitably face a variety of external institutional pressures exerted on them. Demands presented by external stakeholders are typical examples of such institutional influences. Companies involved in the execution of global projects may enact different strategic responses as a result of the stakeholder pressures. Through an empirical analysis of four different case projects implemented in emerging markets, the paper identifies and describes five different types of response strategies, varying from passive to active approaches enacted by focal project companies. The identified response strategies are adaptation strategy, compromising strategy, avoidance strategy, dismissal strategy, and influence strategy. The paper further discusses the different factors that are seen to explain the use and emergence of the response strategies.
700	1		_aSINOVEN, Risto _939288
773	0	8	_tInternational Journal of Project Management _g27, 2, p. 131-141 _dExeter, UK : Elsevier, February 2009 _xISSN 02637863 _w
942			_cS
998			_a20100326 _b0942^b _cDaiane
998			_a20100326 _b1113^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c32151 _d32151
041			_aeng