Paper on bottom-up un-enacted projects accepted for presentation at ECIS 2014
The paper "Understanding the Organizational Antecedents of Bottom-Up Un-Enacted Projects – Towards a Conceptual Model Based on Deviance Theory", authored by Arne Buchwald, Nils Urbach, and Frederik Ahlemann, has been accepted for presentation at the 22nd European Conference on Information Systems (ECIS 2014). ECIS 2014 will be held in Tel Aviv, Israel, from June 9-11, 2014. Please also find more information on our research stream on un-enacted projects.
Un-enacted projects are those projects that have not been officially evaluated by the project portfolio management but do exist although they are not known to a company’s project portfolio. As a consequence, resources thought to be available often prove to be actually unavailable and that unofficial initiatives eventually compete for scarce resources. One particular type of these un-enacted projects are bottom-up initiatives. Bottom-up un-enacted projects are unofficial initiatives on which employees spend time without order but with which they intend to benefit their organizations. While previous research highlights the great potential of bottom-up un-enacted projects, they only focus on the individual level but leave the organizational level for further research. To address this research gap, this study aims at gaining a deeper understanding of the organizational drivers of bottom-up un-enacted projects. We draw on deviance theory to develop a conceptual model for explaining the occurrence of these projects. In order to triangulate the emerging model with insights from practice, we use interview data to cross-check and refine the theory-driven model. Our results advance the theoretical discourse on the concept of un-enacted projects and enable practitioners to understand the levers with which to steer respective activities in the intended direction.
Un-Enacted Projects, Bottom-up Projects, Deviance Theory, Constructive Workplace Behavior