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Collisions and CollaborationThe Organization of Learning in the ATLAS Experiment at the LHC$
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Max Boisot, Markus Nordberg, Saïd Yami, and Bertrand Nicquevert

Print publication date: 2011

Print ISBN-13: 9780199567928

Published to Oxford Scholarship Online: September 2011

DOI: 10.1093/acprof:oso/9780199567928.001.0001

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New Management Research Models: Lessons from the ATLAS Adhocracy

New Management Research Models: Lessons from the ATLAS Adhocracy

Chapter:
(p.55) 3 New Management Research Models: Lessons from the ATLAS Adhocracy
Source:
Collisions and Collaboration
Author(s):

Timo J. Santalainen

Markus Nordberg

Ram B. Baliga

Max Boisot

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199567928.003.0004

This chapter sets the scene for the chapters that follow. It describes a series of workshops in which the ATLAS Collaboration was explored with the collaboration's project leaders from a managerial perspective. The idea of these workshops, sponsored by the ATLAS management, was to impart a more strategic orientation to the collaboration's efforts. It did not quite work out that way, and the reasons for this have much to teach about the nature of Big Science. It turns out that the managers of knowledge-intensive organizations may have more to learn from how Big Science projects such as ATLAS are developed and run than the other way round.

Keywords:   ATLAS Collaboration, project management, workshops, Big Science

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