| 1. |
- Pantic-Dragisic, Svjetlana, 1985-, et al.
(author)
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Swift transition and knowledge cycling: Key capabilities for successful technical and engineering consulting?
- 2020
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In: Research Policy. - : Elsevier BV. - 0048-7333 .- 1873-7625. ; 49:1
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Journal article (peer-reviewed)abstract
- The organization of innovation labor is undergoing major changes in technology-based and engineering-intensive industries worldwide. Those changes reflect fluctuating market demands and increasing task uncertainty, and they are characterized by three related developments: externalization of the workforce, development of new types of employment relations, and greater use of technical consultants. These trends have led to the technical and engineering consulting (TEC) industry becoming a major player in the organization of innovation labor and thus also in the development and transfer of engineering knowledge. Determining what underlies the growth of this industry and the performance of TEC firms requires a better understanding of their nature and capabilities. Our paper builds on an in-depth case study—spanning multiple organizational levels and incorporating 50 interviews with a leading Scandinavian TEC firm's top managers, middle managers, consultant managers, individual consultants, and clients as well as field observations and diary studies. These data lead us to posit two central capabilities associated with innovation labor in technical and engineering consulting: swift transition and knowledge cycling. The interplay between these capabilities, each of which arises from interactions between the firm level and the individual level, seems crucial for the successful development, organization, and supply of innovation labor and engineering knowledge.
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| 2. |
- Pantic-Dragisic, Svjetlana, 1985-
(author)
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The interplay between organizational capabilities and individual skills : Studies of technical and engineering consulting firms
- 2019
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Doctoral thesis (other academic/artistic)abstract
- The number of professional service firms has increased rapidly in the recent decades. This thesis focuses on a type of professional service firm that has, thus far, been under-researched, namely the technical and engineering consulting (TEC) firm. TEC firms are important actors with regard to innovation, knowledge development, and the transfer of knowledge among problemsolving contexts. This thesis addresses the organization and development of engineering knowledge and the roles of the TEC firm and the technical consultants in the transfer of knowledge among assignments, projects, client organizations, and industries.This thesis consists of a compilation of four papers and an extended summary. It builds on four qualitative studies and takes a multilevel perspective by utilizing an embedded case-study design to examine both the organizational level and the individual level as well as the interaction between the two levels. The thesis draws upon interviews with managers, consultants, client representatives, and industry experts and analysts. Moreover, it presents findings from an in-depth study of a competence development program for technical consultants.This thesis contributes to the professional service firm literature by uncovering the knowledgebased advantages accrued by TEC firms through the organization and development of engineering knowledge. This thesis identifies two capabilities, swift transition and knowledge cycling, and argues that the link between these capabilities creates the foundation for the successful organization of engineering knowledge. The thesis demonstrates that the capabilities developed by TEC firms are formed through the interaction between the organizational level and the individual level. In addition, this thesis illustrates that capabilities differ among TEC firms. These differences stem from the organizational processes of the firm and the individual skills of the technical consultants. Based on these differences, the thesis identifies two ideal types of firms: resource-capitalizer and project-capitalizer. Furthermore, it develops the notion of knowledge cycling which demonstrates how the mobility inherent in the technical consultants’ work facilitates the transfer and development of knowledge within and among problem-solving contexts. This process highlights the roles of the individual consultant, the TEC firm, and the client organization in the transfer of knowledge within and among assignments, projects, client organizations, and industries. Finally, this thesis provides insight into how formal training can develop the consultants’ ability to transfer knowledge among problem-solving contexts by enhancing their liminality competence.
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| 3. |
- Stjerne, Iben Sandal, et al.
(author)
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Crossing times: Temporal boundary-spanning practices in interorganizational projects
- 2019
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In: International Journal of Project Management. - : ELSEVIER SCI LTD. - 0263-7863 .- 1873-4634. ; 37:2, s. 347-365
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Journal article (peer-reviewed)abstract
- This paper introduces the notion of "temporal boundary spanning" and highlights the key role of project management in resolving temporal tensions among partners participating in interorganizational projects (IOPs). The present study, which is based on data from 93 IOPs undertaken within a major change program, relies on in-depth, semi-structured interviews, observations, and detailed analyses of written documents and procedures from those IOPs. Based on the data, we inductively develop a practice-based theory that identifies three main practices (framing, synchronizing, hyping) used to resolve the central temporal tensions observed in the studied IOPs. In that respect, the paper offers novel insights into the role and practice of project management in IOPs. (C) 2018 Elsevier Ltd, APM and IPMA. All rights reserved.
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| 4. |
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| 5. |
- Bredin, Karin, 1977-, et al.
(author)
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Knowledge Integration at Work : Individual Project Competence in Agile Projects
- 2017
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In: Managing Knowledge Integration Across Boundaries. - New York : Oxford University Press. - 9780198785972 ; , s. 206-226
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Book chapter (peer-reviewed)abstract
- This chapter addresses individual project competence as a key element in the process of knowledge integration in research and development projects. It argues for an individual and contextual turn in knowledge integration research based on two observations: that individuals play an increasingly important role in knowledge integration processes, and that knowledge integration processes change with new kinds of project contexts. Hence, it argues for a more fine-grained analysis of different kinds of project contexts. More particularly, requirements on individual project competence (for knowledge integration in traditional and agile projects respectively) are elicited. It is suggested that in a traditional project context, liminality competence, planning competence and a focus on swift socialization are needed, along with T-shaped skills. In an agile project context, on the other hand, flexibility competence, managerial competence and a focus on building long-term relations, together with M-shaped skills, are required.
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| 6. |
- Bredin, Karin, 1977-, et al.
(author)
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Leading and Managing Projects : Insights from the HR Quadriad.
- 2014
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In: Advancing Human Resource Project Management. - San Francisco : Jossey-Bass Education. - 9781118458037 ; , s. 350-382
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Book chapter (peer-reviewed)abstract
- Tackling major human resources management projects can be daunting, but now you can learn from the lessons of HR professionals who have encountered roadblocks or challenges in similar contexts. Advancing Human Resource Project Management is an in-depth, thoughtful resource that highlights the knowledge and experience of those who have undertaken large HR projects. This guide illustrates what worked and what didn't, with a focus on evidence and real-world cases to illuminate effective strategies and solutions. Each chapter presents empirical findings complemented by professional judgment and wisdom from human resource management professionals well-versed in global business environments.Advancing Human Resource Project Management recognizes the importance of context, addresses the practical and professional implications of managing HR management projects in different industry sectors, and provides comprehensive coverage on implementing global development programs and project initiation and planning. Ideal for global Industrial and Organizational Psychology faculty and practitioners, graduate students, and, especially, HR professionals, this resource uncovers the best evidence-based practices available today for effective HR project management strategies. The book includes:An emphasis on the implications and challenges of providing solutions for HR business problems on a global scaleReal-world cases and firsthand professional experiences with summaries of knowledge gained from research and practiceAdvice on tackling challenges inherent in various stages of a projectExpertise and counsel from HR professionals familiar with large projects and from those who study and work in the field of project managementLet this comprehensive resource guide your approach to initiating and managing large HR projects. With solid, empirical evidence and relatable case studies, Advancing Human Resource Project Management is the ideal professional companion for those looking to strengthen their project techniques, project leadership, and management skills.
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| 7. |
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| 8. |
- Söderlund, Jonas, 1971-, et al.
(author)
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Project history : History meets projects
- 2014. - 5
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In: Gower Handbook of Project Management. - Aldershot : Gower Publishing Ltd.. - 9781472422965
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Book chapter (peer-reviewed)
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| 9. |
- Bredin, Karin, 1977-, et al.
(author)
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Project managers and career models: : An explorative, comparative study
- 2013
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In: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 31:6, s. 889-902
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Journal article (peer-reviewed)abstract
- Prior research has paid little attention to the careers and career models of project managers. This is troublesome for at least two reasons. First, project managers are becoming an increasingly important category of managers and today they constitute a major part of many organizations' leadership capability. Second, traditional literature on careers generally does not address project-based careers as a specific case in point, although this kind of career is unique in the sense that it is based on temporary assignments and lack of formal positions. The research presented in this paper identifies and explains patterns of similarities and differences among applied career models in ten large, mature project-intensive firms in Sweden. The paper identifies a number of factors that seem to be critical for the design of career models for project managers, including the number of levels, the complexity of assignments, and the degree of formal requirements. The paper also outlines two archetypes of career models applied by the firms under study: the competence strategy model and the talent management model.
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| 10. |
- Canonico, P., et al.
(author)
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Special Issue : Organizational mechanisms for effective knowledge creation in projects
- 2013
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In: International Journal of Managing Projects in Business/Emerald. - : Emerald Group Publishing Limited. - 1753-8378 .- 1753-8386. ; 6:2, s. 223-235
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Journal article (peer-reviewed)abstract
- Purpose – Knowledge creation is increasingly singled out as an important activity in a wide range of sectors. At the same time, projects are considered to be the loci where much of knowledge creation takes place. The aim of this paper is to give an overview of the current issues within this area and point out a few directions for future research.Design/methodology/approach – This paper is based on a literature review and a summary of the papers included in the special issue. The aim of the literature review consists in pointing out the key themes in the continuing debate on knowledge creation in projects.Findings – The paper argues that research needs to be developed along the following lines: the preconditions of effective knowledge creation mechanisms; the organizational practices able to support knowledge creation mechanisms; the contribution of communities of practice to knowledge creation in projects; the role of time and timing in projects knowledge creation; and the challenges associated with inter-organizational projects and knowledge creation.Originality/value – This paper (and the special issue) provides an understanding of the context of knowledge creation, of the requirements that different contexts place on knowledge creation, and of the suitability of such mechanisms in peculiar contexts. These issues have received only limited attention to date in the project management literature.
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