The impact of Puritan ideology on aspects of project management

Whitty, Stephen Jonathan and Schulz, Mark (2007) The impact of Puritan ideology on aspects of project management. International Journal of Project Management, 25 1: 10-20. doi:10.1016/j.ijproman.2006.05.002

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Author Whitty, Stephen Jonathan
Schulz, Mark
Title The impact of Puritan ideology on aspects of project management
Journal name International Journal of Project Management   Check publisher's open access policy
ISSN 0263-7863
Publication date 2007-01-04
Sub-type Article (original research)
DOI 10.1016/j.ijproman.2006.05.002
Open Access Status File (Author Post-print)
Volume 25
Issue 1
Start page 10
End page 20
Total pages 11
Editor J. R. Turner
Place of publication Oxford, U.K
Publisher Elsevier
Language eng
Subject 440000 Philosophy and Religion
380300 Cognitive Science
380100 Psychology
370100 Sociology
350211 Innovation and Technology Management
350208 Organisational Planning and Management
Abstract This paper examines the impact of Puritan ideology on various aspects of project management. By using a memetic approach to project management research, this paper traces the development of the ethos or spirit of project management from its Puritan origins. It argues that contrary to traditional thinking, project management has developed against a background of Puritan elements (memes) that are favourable to the development of capitalism. Moreover, it is suggested that these religious origins continue to impact in a conservative way on how the project management discipline evolves; limiting its development, oversimplifying the process of managing people, and consequentially thwarting nonconformists.
Keyword History of project management
Puritan ideology
Spirit of project management
Doctrinal supremacy
Protestant work ethic
Scientific management
Q-Index Code C1
Additional Notes This is an author version of an article originally published as Stephen Jonathan Whitty and Mark Frederick Schulz (2007) A memetic paradigm of project management, International Journal of Project Management, 25(1): 10-20. DOI: 10.1016/j.ijproman.2006.05.002 Copyright 2007 Elsevier. All rights reserved. Single copies only may be downloaded and printed for a user's personal research and study.

Document type: Journal Article
Sub-type: Article (original research)
Collections: Project Management Collection
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Created: Thu, 04 Jan 2007, 23:32:46 EST by Stephen Jonathan Whitty on behalf of Research Management Office