ABSTRACT
A wide variety of phenomena could be labelled projects. However, not all of them are interesting from the perspective of neo-industrial organising as we have alluded to it previously. However, the 25 cases that will be briefly described illustrate various aspects of a neo-industrial way of organising. They all exhibit some kind of renewal effort in which action and learning or knowledge formation are important components, and they illustrate some of the difficulties involved in dealing with the renewal paradox or transformation dilemmas. They are also evidence of management ambitions to reform businesses activities or the like.
