2026/07/29 by Erik Aal, Erik B. W. Aal
Business, Management and Accounting · Decision Sciences · #Complex Systems and Decision Making #Construction Project Management and Performance #Corporate Management and Leadership
paper · doi:10.1108/itp-01-2026-0139
openalex publication_date 2026/07/29 · openalex created_date 2026/07/30 · openalex updated_date 2026/07/30
Purpose This article contributes to the understanding of programmification. Programmification is not only an organisational phenomenon, commonly referred to as the increasing use of programmes or portfolios of projects, but also an infrastructural one, where an ambient programmification of the public digital sphere occurs. The so-called decentralised autonomous organisations (DAOs) rely on this infrastructural programmification. Design/methodology/approach The article analyses the programmification of conventional organisations and DAOs with the concept of system rationality. It applies the framework that Niklas Luhmann laid out in his timeless, seminal work Zweckbegriff und Systemrationalität. System rationality is based on purpose programmes, which can be shaped in various ways and operate in an informational medium that is created by several complexity reduction strategies. Drawing on a review of available research results, these relevant factors are applied to map the system rationality impact of programmification for conventional organisations and DAOs. Findings System rationality of programmification shows contrasting patterns for conventional organisations and DAOs. Programmification enhances some system rationality factors but limits others. Projectification is closely connected to programmification of conventional organisations, but also an indispensable enabler of DAOs. Originality/value The lens of system rationality offers a deeper insight than what has been so far rendered by studies oriented to managerial and governance aspects. The direct comparison between programmification in these diverging organisational forms answers questions so far not addressed in the literature. The article explains how DAOs can engage in higher complexity products and services. It also argues that project governance within programme structures should mainly be oriented towards communication rather than process compliance.