The theory of temporary organization three decades later: Re-visiting the 4 T framework, focusing tensions, adding project plasticity

For more than three decades, the notion of temporary organization in general, and the 4 T framework in particular, has informed research on managing projects. In a similarly important way, it has helped to connect this field of scholarly inquiry more closely with management and organization studies. While the 4 T framework with its four dimensions (time, task, team, and transition) has often been referred to, few have criticized or developed it further. In this paper we review the respective literature and propose to focus more on practices and tensions and, in particular, add the tension-ridden concept of project plasticity, which captures the ability of projects to change substantially and yet stay the same in the eyes of those involved. But instead of adding a fifth T, we highlight with this addition the fundamental tension between stability and change. Like the classic and already well-researched tension between organizational autonomy and contextual embeddedness this particular tension is not only extremely relevant for managing temporary organizations, but also cuts across the four classic dimensions and refines our understanding of the dynamic nature inherent to temporary organizations. We illustrate our argument with the example of an interorganizational project from the construction industry. • For quite some time, projects have been conceived as a form of temporary organization, allowing project studies to be linked more easily to management and organization research. • The theory of temporary organization or 4 T framework – comprising time, task, team, and transition – is reviewed in light of the debate it has triggered over the last three decades. • Focusing on tensions and based on a still nascent discussion about ‘plasticity’ in management and organization research as well as empirical insights from a study of an inter-organizational project, it is proposed to add ‘project plasticity’ – like other tensions – as an important aspect across the 4 Ts. • Implications for managing temporary organizations and future research are highlighted.