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Träfflista för sökning "AMNE:(SOCIAL SCIENCES Business and economics) ;srt2:(2010-2011);mspu:(article);pers:(Söderlund Jonas)"

Sökning: AMNE:(SOCIAL SCIENCES Business and economics) > (2010-2011) > Tidskriftsartikel > Söderlund Jonas

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1.
  • Söderlund, Jonas (författare)
  • Knowledge entrainment and project management : The case of large-scale transformation projects
  • 2010
  • Ingår i: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 28:2, s. 130-141
  • Tidskriftsartikel (refereegranskat)abstract
    • An increasing number of change processes and initiatives are organized and implemented as projects, often through the formation of large-scale transformation projects (LST). involving a great number of specialists, departments, partners, development work, and knowledge bases. The theoretical foundation that supports the choice of managing change as projects and, in effect. the role of project management has received surprisingly little attention in the Current literature, In this paper, we present a model where the success of change initiatives is explained by the quality of project management, which in turn is determined by the quality of knowledge integration. The Outlined model highlights knowledge integration as a process determined by the scope and speed of change, which typically result in problems with synchronization of activities within an LST project. Our model draws oil the idea of knowledge entrainment to explain the fact that different parts (organizations, teams, individuals) tend to develop different time orientations and hence rely on different cycles of knowledge processes. This has important effects oil the absorptive capacity of the involved parts of the project and the amount of information and knowledge that the project can digest. This paper discusses different knowledge-entrainment mechanisms and their effects on the role and practice of project management. Empirical data from an LST project in Posten. one of Northern Europes largest messaging and logistics operators, illustrate the model. The paper contributes to the analysis of the relationships between knowledge integration and time, particularly in LST projects.
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2.
  • Söderlund, Jonas, 1971-, et al. (författare)
  • Strategy and Capabilities in the P-form Corporation: Linking Strategic Direction to Organizational Capabilities
  • 2011
  • Ingår i: Advances in Strategic Management. - : Emerald Group Publishing Limited. - 0742-3322. ; 28, s. 235-263
  • Tidskriftsartikel (refereegranskat)abstract
    • There has been a growing interest in the field of strategic management to understand the relationship between the organizational capabilities of firms and (a) the direction of strategies pursued and (b) the impact on competitive performance. Much of this literature has been influenced by the resource-based view of the firm. As indicated in early formulations of this theory, one implication is that the organization of resources is equally important as the resources themselves. Accordingly, the organizational and integration of resources and knowledge can be viewed as a core facet of the organizational capabilities of firms that are difficult to imitate for competitors. This paper explores a particular kind of organization referred to as the ‘‘P-form corporation’’ (Project-Form), its organizational capabilities and options for strategic alternatives. The chapter addresses three broad questions: (1) What are the main characteristics of P-form corporations? (2) What are the capabilities acquired and developed by P-form corporations and how are these acquired? (3) How do these capabilities vary across different strategic alternatives in the Pform corporation? The chapter concludes with a discussion about the implications for strategy and management.
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3.
  • Wikström, Kim, et al. (författare)
  • Business models in project business
  • 2010
  • Ingår i: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 28:8, s. 832-841
  • Tidskriftsartikel (refereegranskat)abstract
    • Recent management and business research has demonstrated the importance of business models for value creation and company performance. So far, extant research on business models has not investigated the particular requirements, characteristics and combinations of business models in project business. This paper seeks to fill this void. The paper reports on findings from an exploratory multiple case study comprising six project-based firms operating in such industries as shipbuilding, telecom, and power systems. 19 business models were identified and compared through a framework utilizing elements of business models. The identified business models are further grouped into three categories based on the organizational entity. The paper points out the diversity of business models in project business and their inclination to span organizational levels. The results demonstrate the importance of addressing the combination of business models across organizational boundaries.
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4.
  • Andersen, E. S., et al. (författare)
  • Projects and politics : exploring the duality between action and politics in complex projects
  • 2010
  • Ingår i: International Journal of Management and Decision Making. - : InderScience Publishers. - 1462-4621 .- 1741-5187. ; 11:2, s. 121-139
  • Tidskriftsartikel (refereegranskat)abstract
    • Traditional research and literature on project management and organisation theory tend to view project organisations as non-political bodies and purely action-oriented endeavours. In contrast, this paper presents an alternative analysis drawing on the idea of projects as political and emergent processes. Based on in-depth, case-study findings of a complex development and implementation project, we suggest an analytical framework that focuses on the interrelatedness of action and political processes and which explains how project management deals with the two processes simultaneously. We identify and analyse three separate but nested organisational logics applied by the project management team to cope with the dual challenges of politics and action. The general idea is to illustrate the notion of projects as emergent processes involving both politics and action. The three logics are: 1) balancing openness and closure; 2) reformulating tasks to seek solutions; 3) relating to improve action capacity. Our findings add to the literature on the role and practice of project management in complex projects that entail both stakeholder and technological challenges.
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5.
  • Bredin, Karin, et al. (författare)
  • Fit for purpose? : Designing HR organisations and HR departments in project-based organisations
  • 2010
  • Ingår i: International Journal of Human Resources Development and Management. - : InderScience Publishers. - 1465-6612 .- 1741-5160. ; 10:4, s. 327-361
  • Tidskriftsartikel (refereegranskat)abstract
    • This paper makes three contributions: 1) it suggests a conceptual separation between HR organisation and HR departments to better comprehend the challenges facing HRM in project-based firms, 2) it identifies two configurations of HR departments to advance the comparative analysis across project-based organisations, and 3) it offers a model and a set of propositions to determine the organisational conditions influencing the design of the HR organisation and the HR department. The paper emphasises the importance of the character of functional coordination and type of project participation for the design of the HR organisation and HR department.
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6.
  • Bredin, Karin, et al. (författare)
  • The HR quadriad : a framework for the analysis of HRM in project-based organizations
  • 2011
  • Ingår i: International Journal of Human Resource Management. - : Routledge. - 0958-5192 .- 1466-4399. ; 22:10, s. 2202-2221
  • Tidskriftsartikel (refereegranskat)abstract
    • This paper introduces the idea of the HR quadriad as a framework for the analysis of HRM as a collective, configurational, and complementary system of roles and practices. The framework highlights the interplay between HR specialists, line managers, project managers, and project workers in the implementation of HR practices. On the basis of a multiple case study comprising six project-based organizations, two organizational factors are singled out as important for the design of the HR quadriad: (1) the nature of project work as either intra-functional or inter-functional, and (2) project participation as either focused or fragmented. The paper gives empirical support to recent research on HRM favoring the synergic integration of the elements of HRM systems designed in a way that acknowledges internal coherence and organizational conditions.
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7.
  • Canonico, P., et al. (författare)
  • Getting control of multi-project organizations : Combining contingent control mechanisms
  • 2010
  • Ingår i: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 28:8, s. 796-806
  • Tidskriftsartikel (refereegranskat)abstract
    • The literature on management control has expanded considerably in the past few decades, yet only a limited number of publications have been devoted to multi-project organizations (MPOs). This is somewhat a problem given the increasing rise and importance of project-based structures and the role of project management as a significant part of many firms' management control system. This paper elaborates on a contingency framework of management control in MPOs and aims at investigating the control issues that call for holistic frameworks of control mechanisms. Relying on a comparative case study, the analysis shows how control mechanisms are deployed and what implications different choices of management control systems have on the organizational structure of MPOs. In particular, the paper addresses the importance technical complementarities, and the role of ‘project interdependencies’ and ‘project openness’ for the design of management control system
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8.
  • Dille, T., et al. (författare)
  • Managing inter-institutional projects : The significance of isochronism, timing norms and temporal misfits
  • 2011
  • Ingår i: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 29:4, s. 480-490
  • Tidskriftsartikel (refereegranskat)abstract
    • Conventional analysis of project organization has paid limited attention to projects in their institutional environment. Such analysis would be particularly relevant and important when dealing with projects in which actors represent different institutional environments. Accordingly, this paper suggests and defines the notion of “inter-institutional projects” and develops a conceptual framework consisting of three concepts and a set of guiding propositions. The following concepts are singled out: (1) isochronism highlights an important aspect of institutions and particularly how organizations within the same organizational field come to resemble each other in the tempos and phases of their activity cycles; (2) the notion of timing norms is used to analyze the surrounding rhythms and beats of the project at the institutional level and recognizes that different actors and involved units in the project adhere to conflicting timing norms; and (3) the concept of temporal fit/misfit is used to analyze the conflicting timing norms among organizations within the same project. The paper ends with implications and ideas for future research
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9.
  • Söderlund, Jonas (författare)
  • Pluralism in Project Management : Navigating the Crossroads of Specialization and Fragmentation
  • 2011
  • Ingår i: International journal of management reviews (Print). - : Wiley-Blackwell. - 1460-8545 .- 1468-2370. ; 13:2, s. 153-176
  • Tidskriftsartikel (refereegranskat)abstract
    • Project management is a rapidly expanding subfield of management and organization studies. This paper seeks to make sense of this development and the current state of project management research. It reviews the literature published over the last five decades in 30 leading management and organization journals. In total, 305 articles were included in the data set. The paper proposes a categorization of the published articles into seven ‘schools of thought’: Optimization School, Factor School, Contingency School, Behaviour School, Governance School, Relationship School and Decision School. The schools vary in terms of their main focus and use of the project concept, major research questions, methodological approaches and type of theorizing. It is suggested that a better awareness on how to make use of the schools and the identified perspectives would stimulate cross-fertilization, unification and thus enhance a pluralistic understanding of projects and project management at the same time as it would prepare research to frame more accurately the problems of contemporary projects. In that respect, the paper offers ideas on how to navigate at the crossroads between specialization and fragmentation, between the search for novel topics and improvements of existing knowledge.
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