ABSTRACT
This chapter addresses the practices of governance and governmentality in the private sector. Similar to the chapters on organizational enablers, we first address the tactical practices structured by project governance, governance of projects, and governmentality. Next, we address the strategic practices. Finally, we outline a multidimensional framework that allows the capture and visualization of strategic, organization-level practices of organizational project governance and governmentality. The chapter is based on, among others, studies published in Müller, Shao, and Pemsel (2016) and Müller, Zhai, Wang, and Shao (n.d.)
In line with Oxford Dictionaries (2014), we define ‘tactical’ practices as carefully planned actions aimed at an end beyond the immediate action. By this we refer to the operational-level actions and their institutions as a means set up to achieve governance objectives as an end.
