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Enumeration	Reference	Cover	Find
1.	Engwall, Mats, 1961-, et al. (author) The Resource Allocation Syndrome : The Prime Challenge of Multi-Project Management? 2003 In: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 6:21, s. 403-409 Journal article (peer-reviewed)abstract This paper explores the nature of organizational settings, where a large extent of the operations is organized as simultaneous or successive projects. Anchored in qualitative case studies, the paper analyzes why the resource allocation syndrome is the number one issue for multi-project management and discusses the underlying mechanisms behind this phenomenon.
2.	Grennberg, Torsten (author) Project types in building and construction 1993 In: International Journal of Project Management. - 0263-7863 .- 1873-4634. ; 11:2, s. 68-71 Journal article (peer-reviewed)abstract In the profession of project management, it is normally assumed that the project goals, product quality, delivery time and cost to the client, are very firm, and are not negotiable. To prevent misunderstandings, it is demonstrated in this paper that this is not actually true in a very large number of projects. The examples come from the building and construction business, in particular in Sweden. However, some projects nearer to the UK have the same kind of emergency exits. When such exits are present, the messages about how to work efficiently inside the project are sometimes not as interesting as is believed.
3.	Rämö, Hans (author) Doing Things Right and Doing the Right Things : Time and Timing in Projects. 2002 In: International Journal of Project Management. - 0263-7863 .- 1873-4634. ; 20:7, s. 569-574 Journal article (peer-reviewed)abstract This paper discusses the relationship between time and project management in the context of clock-time's rule of doing things right according to deadlines, and doing the right things at the right moment, irrespective of clock-time. It is argued that clock-time (chronos time) is the ruling factor in efficiency and timely moments (kairos time) are crucial in questions of effectiveness. This distinction is accentuated by the importance in managing project organisations to do the right things in that such organisations are less institutionalised than more permanent (going concern) organisations and have to deal with unplanned situations more frequently as compared with permanent organisations.
4.	Sense, A.J., et al. (author) Exploring the politics of project learning 2003 In: International Journal of Project Management. - 0263-7863 .- 1873-4634. ; 21:7, s. 487-494 Journal article (peer-reviewed)abstract Competitive advantage for project success will only be realized when project team members effectively access, absorb and apply the multiple learning opportunities that exist within and across projects and, manage the political dimension effectively. These items as individual entities are important project variables to be addressed. Both are also linked. In making a contribution to understanding this nexus, this paper combines and explores case study research findings from 'within a project' and 'across projects' from two countries, which illuminates some 'central agitators' of politics impacting project learning. These revelations have implications for both practitioners and project management researchers. © 2003 Elsevier Ltd and IPMA. All rights reserved.
5.	Söderlund, Jonas, 1971- (author) Building theories of project management : Past research, questions for the future 2004 In: International Journal of Project Management. - 0263-7863 .- 1873-4634. ; 22:3, s. 183-191 Journal article (peer-reviewed)abstract Project management has long been considered as an academic field for planning-oriented techniques and, in many respects, an application of engineering science and optimization theory. Much research has also been devoted to the search for the generic factors of project success. Project management has, however, in the last decade received wider interest from other academic disciplines. As the field rapidly expands, the need for an internal discussion and debate about project management research increases. Project management and project organization is a complex subject and, we argue, is usefully examined from several perspectives. In this paper we discuss the emerging perspectives within the project field. The paper also presents a number of questions that project research to a greater extent should acknowledge. The questions concern issues such as why project organizations exist, how they behave and why they differ. The principal argument is that too much effort has been dedicated to clarifying the reasons of project success and failure, while downplaying a number of important research questions that need to be discussed in order to further the knowledge about project management. © 2003 Elsevier Ltd and IPMA. All rights reserved.
6.	Adenfelt, Maria, 1972- (author) Exploring the performance of transnational projects : Shared knowledge, coordination and communication 2010 In: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 28:6, s. 529-538 Journal article (peer-reviewed)abstract In this paper, the discussion on transnational project performance is linked to knowledge sharing. The aim is to enhance our knowledge of how knowledge sharing affects transnational project performance. Using case study data, derived from a transnational project assigned with the task of developing a transnational product, show that transnational project performance was hampered by communication and coordination difficulties. The findings show how (1) the double meaning of knowledge sharing and (2) the organizational context as setting the boundaries for project management in practice are related to transnational project performance.
7.	Aegerter Alvarez, Juan Felipe, et al. (author) Escalating commitment in the death zone : new insights from the 1996 Mount Everest disaster 2011 In: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 29:8, s. 971-985 Journal article (peer-reviewed)abstract The procession of people and organisations that pour resources into evidently failing causes is surprising and seemingly never-ending. This phenomenon, which is called “escalating commitment” (Staw, 1976), refers to situations in which people are incapable of turning future disasters into sound current decisions. The purpose of this paper is to use the, in project management literature (Kloppenborg and Opfer, 2002), non-traditional case of the 1996 Mt Everest disaster to explain and analyse escalating commitment determinants and processes. Not only does the paper identify and add a determinant to escalation but it also treats determinants and processes in a novel and intertwined fashion. The conceptual developments and findings suggest that escalating commitment strives on conditions that are inherent to any project, which consequently project managers should be aware of. Based on the results project failures could be better explained and understood by examining several explanatory levels simultaneously.
8.	Alderman, N., et al. (author) Partnering in major contracts : Paradox and metaphor 2007 In: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 25:4, s. 386-393 Journal article (peer-reviewed)abstract Partnering seeks to re-cast relations between actors in projects by promoting the use of collaborative, more open, less managerial and less hierarchical relationships. The advantages of partnering for project participants include better communication leading to improved learning, more informed decision making and increased effectiveness. In this paper we draw on two case studies to show how changing commercial pressures, in the context of already fragile relationships, can quickly lead to the abandonment of partnering. Partnering contracts require a high level of commitment from suppliers, not least in resource terms, and so their potential failure must be regarded as a source of risk. To manage this risk, and make more informed decisions about the relationships they are entering into, we caution that project actors, particularly those occupying commercially weak positions in the relationship, take a hard look at the risks as well as the benefits.
9.	Alderman, N., et al. (author) Sense-making as a process within complex service-led projects 2005 In: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 23:5 SPEC. ISS., s. 380-385 Journal article (peer-reviewed)abstract Sense-making is a well-established perspective in strategic management and organization studies but to date has had little impact on the analysis of project management theory and practice. In this paper, we draw upon insights from the sense-making literature to consider the management of complex long-term service-led engineering projects, which combine the supply of capital goods or infrastructure with a long-term service provision. Using a case study of the Pendolino tilting train, we illustrate how significant discontinuities gave rise to the need for sense-making by the different project participants and stakeholders and how the various narratives expressed by different social groupings shaped the management and progress of the project.
10.	Alimadadi, Siavash, 1984- (author) A pragmatist perspective on front-end project organizing : The case of refurbishment of the Palace of Westminster 2022 In: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 40:7, s. 763-777 Journal article (peer-reviewed)abstract This study examines how actors organized collective efforts to initiate the project and navigated their way forward, even though the ultimate outcome was not clearly defined. To address this question, we explore the potential of the philosophical tradition of pragmatism. This approach foregrounds duality, recursiveness and temporality of collective activities and offers a new and compelling way to understand and address the challenges actors face in organizing and managing the front-end. By accounting for both the situatedness of actions in the wider social and relational contexts, and by connecting the flow of present experience to the interpretations of the past and future, pragmatism holds the potential for integrating theory the actuality of lived experience in its continuous unfolding while accounting for actors’ transformative agency. By drawing on a real-time longitudinal study of conception of the program of the Restoration and Renewal (R&R) of the Palace of Westminster, we show how participants face the challenge of understanding and managing complex tensions that continually arise due to a duality of mobilization (between seeking consensus and expanding divergent possibilities) and a duality of transformation (between forming a bold vision of the future and translating abstract goals into concrete actions). To tackle the challenges, participants create strategic accounts that are stable enough to be practically feasible in current circumstances, but also sufficiently adaptable to pursue future possibilities in ways that challenge prevailing approaches. By showing how participants cope with these challenges by creating spaces of experimentation and constructing flexible boundaries this study contributes to the literature on management of project's front-end.
11.	Aubry, Monique, et al. (author) Project management offices in transition 2010 In: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 28:8, s. 766-778 Journal article (peer-reviewed)abstract This paper presents empirical results from a research on Project Management Offices (PMO) in transition. While PMOs are now a prominentfeature of organizational project management, the underlying logic that leads to their implementation or renewal is still not understood. Thisresearch adopted a process view of PMOs in transition. Descriptive data from 17 case studies was primarily obtained through interviews andanalyzed using qualitative text analysis methods. Thirty-five factors of change have been grouped in six categories forming a typology of driversof PMO change. In addition, three patterns of PMO change are presented. The major contribution of this research is to gain a better understandingof the dynamic evolution of PMOs. For researchers, these findings contribute to the project management theoretical development within the fieldof organizational change. For practitioners, it challenges the paradigm of considering the PMO change as a sign of failure.
12.	Berggren, Christian, 1950-, et al. (author) Clients, contractors, and consultants - The consequences of organizational fragmentation in contemporary project environments 2001 In: International Journal of Project Management. - 0263-7863 .- 1873-4634. ; 32:No. 3, s. 39-48 Journal article (peer-reviewed)
13.	Berggren, Christian, et al. (author) Rethinking project management education : Social twists and knowledge co-production 2008 In: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 26:3, s. 286-296 Journal article (peer-reviewed)abstract Projects play an important role in modern enterprises, not only as arenas for corporate renewal and capability integration, but also for the development of leadership capacity. As a consequence, the area of project management is becoming increasingly important for universities and management educators. Previous research and reports, however, have given severe critique to much of the project management education for its lack of relevance and rigor - but offered surprisingly little guidance as to what to do to deal with the problems. In this paper, our aim is to contribute to the current debate about project management education for practicing managers. We draw on more than ten years of experience from two senior-level education programs to show how educational practices can be developed to stimulate knowledge co-production between practitioners and academia. We suggest a model based on a "social twist" of experiential learning theory and discuss six learning modes of how to rejuvenate, stretch and improve project management education.
14.	Berggren, Christian, 1950- (author) The cumulative power of incremental innovation and the role of project sequence management 2019 In: International Journal of Project Management. - : Pergamon Press. - 0263-7863 .- 1873-4634. ; 37:3, s. 461-472 Journal article (peer-reviewed)abstract In innovation and project management studies incremental development projects are perceived as theoreticlly and organisationallyuninteresting. By means of a longitudinal study of product improvement projects at an automobile firm, this paper challenges such views andshows how the cumulative impact of the studied sequence resulted in a competitive repositioning of the company's product portfolio during afinancially difficult period. Project managers achieved this by transcending the separation between exploration and exploitation projects; they notonly adhered to time, cost and quality goals but also tried out new ways of testing and experimenting with controversial technical ideas. The paperanalyzes the intensive inter project learning that generated these ambidextrous capabilities and emphasizes that practices at the project-level need tobe buttressed by expanded management learning and capability development also at the sequence level.
15.	Biedenbach, Thomas, 1976-, et al. (author) Absorptive, innovative and adaptive capabilities and their impact on project and project portfolio performance 2012 In: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 30:5, s. 621-635 Journal article (peer-reviewed)abstract This study explores how absorptive, innovative and adaptive capabilities within early project phases affect project and portfolio performances in pharmaceutical and biotechnology R&D organizations. A sequential qualitative–quantitative mixed method was used with 18 interviews and 80 responses to an online survey. The results show effects of absorptive, innovative and adaptive capabilities on short- and long-term project performance and portfolio performance. Absorptive and adaptive capabilities are the primary contributors to the performance outcome, whereas innovative capabilities are a minor contributor. Managerial and theoretical implications are discussed.
16.	Blomquist, Tomas, Professor, et al. (author) Feeling good, being good and looking good : motivations for, and benefits from, project management certification 2018 In: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 36:3, s. 498-511 Journal article (peer-reviewed)abstract Project management (PM) is one of many occupations following a path to professionalization that includes voluntary certification. It has been said that certification, and especially voluntary certification, can be seen as an approach to being good by improving our competence in the profession, or a means to looking good, essentially signaling the capabilities of the holder. Based on self-determination theory, we contribute to this discussion the notion of feeling good whereby certification provides a way to challenge one’s capabilities, provide self-actualization, and a sense of worth. Using two sets of survey responses, collected 10 years apart (2004 and 2014), we assess whether there are differences in the demographics of those seeking voluntary project management certification, and the motivations (expected benefits), and realized benefits associated with this certification, at these two points in time. Demographically, the people with certification and those not pursuing certification did not exhibit any significant differences in either time period. Analyses indicate that feeling good and being good are the main motivators but participants pursuing certification in 2014 reported lower levels of motivations and received more benefit than those in 2004. Comparing responses as to why professionals pursue voluntary PM certification across a decade span, gives us an indication of how these perceptions may be changing with the increased popularity of the certification. We compare these findings to similar studies examining other volunteer certifications and conclude by discussing the potential impact of these changes from the perspective of the individuals seeking certification, the occupation, and certifying organizations.
17.	Blomquist, Tomas, et al. (author) Project management self-efficacy as a predictor of project performance : Constructing and validating a domain-specific scale 2016 In: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 34:8, s. 1417-1432 Journal article (peer-reviewed)abstract Measures of self-efficacy beliefs have been shown to be the best predictor of individual performance in many disciplines over 30 years. This makes measures of perceived self-efficacy a good indicator for those interested in hiring for, or improving specific skill sets. In project management, measuring the skill level of project managers is an important practical and academic question. Practically, hiring managers and program managers, needs an indicator of performance to help select the most appropriate project managers for each project. Academically, a common, established scale to measure project management self-efficacy would provide a tool for improving project management training and education, and increasing the comparability of research results across samples, industries and project results. This paper presents the construction and validation of a set of domain-specific, project management self-efficacy scales and provides evidence of its ability to predict project performance.
18.	Bosch-Rekveldt, Marian, et al. (author) Performance Measurement in Project Management 2023 In: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 41:7 Journal article (peer-reviewed)
19.	Bourne, Mike, et al. (author) Moving goals and governance in megaprojects 2023 In: International Journal of Project Management. - : Elsevier Ltd. - 0263-7863 .- 1873-4634. ; 41:5 Journal article (peer-reviewed)abstract Project management is known for its tools and techniques that are used to plan and deliver projects in a controlled context. Megaprojects don't always fit well into this paradigm due to their size, complexity and longevity. Megaprojects often start without precisely defined goals and without a detailed knowledge of how the project will progress or the outcomes will be delivered. We examine the requirements for governance of megaprojects by reviewing the literature and reflecting on practice. We use the analytical model of where, how and what to illustrate different units of analysis (i.e., context, governance and goals) in megaprojects in three countries and to illustrate how goals and governance move. Building upon the governance and performance management literature, the paper contributes to the understanding of moving goals and governance for ensuring performance. We propose a framework for diagnosing goals and we list six systemic errors that result in a misfit.
20.	Brady, Tim, et al. (author) Projects in innovation, innovation in projects : selected papers from the IRNOP VIII conference 2008 In: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 26:5, s. 465-468 Journal article (other academic/artistic)
21.	Brady, T, et al. (author) Special Issue on Projects in Innovation, Innovation i Projects 2008 In: International Journal of Project Management. - 0263-7863 .- 1873-4634. ; 26:5 Journal article (peer-reviewed)
22.	Bredin, Karin (author) People capability of project based organisations : A conceptual framework 2008 In: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 26:5, s. 566-576 Journal article (peer-reviewed)abstract This paper develops a conceptual framework intended to increase the understanding of human resource management (HRM) in project-based organisations. Drawing on the capabilities perspective on project-based organisations, it makes two main contributions. First, it proposes the concept of ‘people capability’ to broaden the conceptualisation of HRM in project-based organisations. Secondly, building on the framework proposed by Davies and Brady [Davies A, Brady T. Organisational capabilities and learning in complex product systems: towards repeatable solutions. Res Policy 2000;29(7–8):931–53], an extended conceptual framework for people capability of project-based organisations is suggested. In this framework, people management systems are conceived as the expression of an integration of people capability with strategic, functional and project capabilities. Based on this framework, three sets of activities for the people management system in project-based organisations are identified. Finally, the paper discusses possible avenues for future research within the area of organisational capabilities of project-based organisations.
23.	Bredin, Karin, 1977-, et al. (author) Project managers and career models: : An explorative, comparative study 2013 In: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 31:6, s. 889-902 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.
24.	Canonico, P., et al. (author) Getting control of multi-project organizations : Combining contingent control mechanisms 2010 In: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 28:8, s. 796-806 Journal article (peer-reviewed)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
25.	Çıdık, Mustafa Selçuk, et al. (author) Political ecology perspective for a new way of understanding stakeholders and value in infrastructure projects 2024 In: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 42:2, s. 102565- Journal article (peer-reviewed)abstract The long-term goals and objectives that infrastructure projects aim to deliver are contextualised by complex grand challenges, which involve an entanglement of economic, social, and ecological issues. However, there have been criticisms that infrastructure projects fall short of delivering equitable value to effectively address grand challenges. These criticisms underpinned the recent calls for rethinking the purpose and definition of infrastructure projects. This essay argues that adopting a political ecology perspective can be useful to start identifying the limitations of the current understandings of external stakeholders and value in infrastructure projects, which lead to the criticised shortcomings. Political ecology considers social, ecological, and economic issues as an assemblage that manifests through power relations. Thus, for project studies, it implies a reconceptualization of external stakeholders and project value around the notions of agency, vulnerability, and empowerment. This reconceptualization provides new theoretical and practical directions for project formation, stakeholder management and project leadership in the pursuit of rethinking the purpose and definition of infrastructure projects for effectively tackling the grand challenges of our times.
26.	Corvellec, Hervé, et al. (author) The moral responsibility of project selectors 2010 In: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 28:3, s. 212-219 Journal article (peer-reviewed)abstract Managers who select projects have a moral responsibility. The purpose of this paper is to present a template to assess this responsibility so that it can be put into practice. Responsibility is here defined as a combination of attributability—what choices the project manager can ultimately be praised or blamed for, and of accountability—what choices the project manager has to be prepared to answer for. The template combines these two aspects of responsibility with the project selection process divided into three phases: initialization phase, appraisal phase, and decision phase. Various moral philosophers are used to highlight the moral issues at stake for each of these two dimensions of responsibility at each stage of the project selection process. Concluding remarks underlines the need for project selectors to adapt to the specific context when they use the template.
27.	Danilovic, Mike, 1955-, et al. (author) Managing Complex Product Development Projects with Design Structure Matrices and Domain Mapping Matrices 2007 In: International Journal of Project Management. - Oxford : Elsevier BV. - 0263-7863 .- 1873-4634. ; 25:3, s. 300-314 Journal article (peer-reviewed)abstract Complexity in product development (PD) projects can emanate from the product design, the development process, the development organization, the tools and technologies applied, the requirements to be met, and other domains. In each of these domains, complexity arises from the numerous elements and their multitude of relationships, such as between the components of the product being developed, between the activities to develop them, and among the people doing the activities. One approach to handing this complexity is to represent and analyze these domains’ design structures or architectures. The Design Structure Matrix (DSM) has proved to be a very helpful tool for representing and analyzing the architecture of an individual system such as a product, process, or organization. Like many tools, the DSM has been applied in a variety of areas outside its original domain, as researchers and practitioners have sought to leverage its advantages. Along the way, however, its fundamental rules (such as being a square matrix) have been challenged. In this paper we formalize an approach to using a Domain Mapping Matrix (DMM) to compare two DSMs of different project domains. A DMM is a rectangular (m x n) matrix relating two DSMs, where m is the size of DSM1 and n is the size of DSM2. DMM analysis augments traditional DSM analyses. Our comparison of DSM and DMM approaches shows that DMM analysis offers several benefits. For example, it can help (1) capture the dynamics of PD, (2) show traceability of constraints across domains, (3) provide transparency between domains, (4) synchronize decisions across domains, (5) cross-verify domain models, (6) integrate a domain with the rest of a project or program, and (7) improve decision making among engineers and managers by providing a basis for communication and learning across domains.
28.	Danilovic, Mike, et al. (author) The Use Of Dependence Structure Matrix and Domain Mapping Matrix in Managing Uncertainty in Multiple Project Situations. 2005 In: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 23:3, s. 193-203 Journal article (peer-reviewed)abstract Development of complex products is performed in multi-project environment in which it is crucial to explore interdependencies and manage the uncertainty with the information exchange and the understanding of the context. The purpose of this paper is to introduce a dependence structure matrix and domain mapping matrix approach that enables the systematic identification of interdependencies and relations in a Multi-project environment. These approaches enables clarifications of assumptions, the tractability of dependencies, explores the information needed within and between different departments, projects and people. This creates a transparency and enables the synchronization of actions through transformation of information and exploration of assumptions within and between domains. The outcomes of this process are situational visibility creating direction and accountability and the learning that takes place through communicating, reflecting, understanding, and acting.
29.	Dehghanpour Farashah, Ali, et al. (author) Exploring the value of project management certification in selection and recruiting 2019 In: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 37:1, s. 14-26 Journal article (peer-reviewed)abstract For many years project management has been moving toward professionalization through voluntary certification. Simultaneously, recruiters increasingly use voluntary professional certification as a signal of applicant competencies and likely future performance, to increase the efficiency of the selection process. This practice increases the value of certification to holders and leads to the growth of certification. However, despite significant research into the value of voluntary certification in numerous occupations, results linking certification with performance are tentative at best. We contribute to the growing body of research exploring the performance signaling ability of certification by empirically examining the case of project management professional certification using survey responses from 452 (certified (370), and uncertified (82)) international project managers. Our findings provide some support for this recruitment and selection practice, not through a direct relationship between certification and performance but by showing that self-efficacy mediates the relationship. Certification also relates to higher levels of professionalism. We conclude with a discussion of the implications of these findings for recruiters, project management professionals, and professional associations.
30.	Dille, T., et al. (author) Managing inter-institutional projects : The significance of isochronism, timing norms and temporal misfits 2011 In: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 29:4, s. 480-490 Journal article (peer-reviewed)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
31.	Enberg, Cecilia, 1976- (author) Enabling Knowledge Integration in Coopetitive R&D Projects : The Management of Conflicting Logics 2012 In: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 30:7, s. 771-780 Journal article (peer-reviewed)abstract This paper addresses the issue of how knowledgeintegration can be managed in coopetitiveR&D projects. The findings from this study imply that knowledgeintegration in a coopetitiveR&D project is not built on shared knowledge or a shared understanding of the content of project work but that knowledgeintegration is enabled by a shared understanding of the process of project work. Such understanding can be established by the use of mechanisms such as planning and process specification and presentation genres. These mechanisms support the process of knowledgeintegration while simultaneously putting constraints on what knowledge is exchanged and they can structure discussions when face-to-face communication takes place. The findings further suggest that, to avoid unintended knowledge leakages, individual and collective settings of project work should be clearly separated such that problem solving stays an individual activity while decision making still rests with the project team as a collective activity.
32.	Enberg, Cecilia, et al. (author) Knowledge integration at the edge of technology: On teamwork and complexity in new turbine development 2010 In: INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT. - : Elsevier Science B.V., Amsterdam.. - 0263-7863 .- 1873-4634. ; 28:8, s. 756-765 Journal article (peer-reviewed)abstract This paper takes an empirical point of departure in the development of a new steam turbine. Project work here relied on a process of iteration between a small core group of team members with extensive experience and team members with less of that currency. In this project, the core group had a major integrative role, whereas other team members were mainly responsible for the specific tasks assigned to them. Quite a few of the latter category felt uneasy about their role and felt decoupled from the project. In our analysis we use the Teamwork Quality (TWQ) construct proposed by Hoegl and Gemuenden (2001). In conclusion, our findings suggest that in highly complex projects of this type, team-based knowledge integration need not presuppose equality of participation and we introduce the notion of a Segregated Team to account for these findings.
33.	Eriksson, Per-Erik, et al. (author) Effects of cooperative procurement procedures on construction project performance : a conceptual framework 2011 In: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 29:2, s. 197-208 Journal article (peer-reviewed)abstract In this paper, we develop a testable holistic procurement framework that examines how a broad range of procurement related factors affects project performance criteria. Based on a comprehensive literature review, we put forward propositions suggesting that cooperative procurement procedures (joint specification, selected tendering, soft parameters in bid evaluation, joint subcontractor selection, incentive-based payment, collaborative tools, and contractor self-control) generally have a positive influence on project performance (cost, time, quality, environmental impact, work environment, and innovation). We additionally propose that these relationships are moderated or mediated by the collaborative climate (i.e. the trust and commitment among partners) in the project and moderated by the overall project characteristics (i.e. how challenging the project is in terms of complexity, customization, uncertainty, value/size, and time pressure). Based on our contribution, future research can test the framework empirically to further increase the knowledge about how procurement factors may influence project performance.
34.	Eriksson, Per-Erik (author) Exploration and exploitation in project-based organizations : Development and diffusion of knowledge at different organizational levels in construction companies 2013 In: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 31:3, s. 333-341 Journal article (peer-reviewed)abstract Management studies highlight the importance of an organization's capability to both exploit existing knowledge and technologies for short-term profits and also explore new knowledge and technologies to enhance long-term innovation. Although this paradox recently has received escalating interest in management research, studies dealing with project-levels and project-based organizations (PBOs) are scarce. This conceptual paper discusses how PBOs in the construction industry can manage the exploration/exploitation paradox at different organizational levels. Short-term project focus and decentralization inhibits learning from one point in time and space to another, making it easier to reap the benefits of exploitation than of exploration. Current structural and sequential separation of exploration and exploitation activities at business unit, project portfolio, and project levels do not solve the paradox, due to lack of integrating mechanisms. Hence, PBOs in the construction industry may suffer from inadequate extent of exploration, while the extent of exploitation is not reaching its potential. Cooperative procurement procedures can serve as a basis for facilitating both exploration and exploitation of knowledge and technologies in construction projects.
35.	Eriksson, Per-Erik, et al. (author) Governing technical and organizational complexity through supply chain integration: A dyadic perspective on performance in infrastructure projects 2023 In: International Journal of Project Management. - : Elsevier Ltd. - 0263-7863 .- 1873-4634. ; 41:4 Journal article (peer-reviewed)abstract Despite its declared importance for governing complexity in projects, few empirical studies have studied how different types of supply chain integration (SCI) activities (e.g., coordinative and collaborative integration) interplay and affect performance. To address this gap, the purpose of this paper is to study how complexity can be governed through coordinative and collaborative SCI, and how their interplay affects performance in project-based buyer-supplier relationships. We apply structural equation modeling, using dyadic empirical data from 102 infrastructure projects. The overall results verify our developed model and illuminate how the interplay between contractual and relational governance, in terms of coordinative and collaborative SCI, mediates the effect of technical and organizational complexity on project performance. This study contributes to theory and practice by distinguishing between contractual governance based on formal coordinative SCI and relational governance based on emerged collaborative SCI, as well as showing how their interplay affects performance in project-based supply chains.
36.	Eriksson, Per-Erik, et al. (author) Managing complex projects in the infrastructure sector : A structural equation model for flexibility-focused project management 2017 In: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 35:8, s. 1512-1523 Journal article (peer-reviewed)abstract Complex construction projects in the infrastructure sector are often beset with delays, which cause benefit shortfalls and increased costs. Prior project management literature and practice have mostly adopted a traditional control-focused approach, but recent research suggests that complex projects need more flexible practices to manage inevitable project change. Thus, the objectives of this study were to develop and empirically test a model for flexibility-focused project management practices to improve time performance in complex projects in the infrastructure sector. Based on empirical data from 138 construction projects procured and managed by the Swedish Transport Administration, the structural equation model shows that complexity and collaboration drive explorative learning, which improves adaptation and thereby improves time performance. Hence, the empirical test verifies that flexibility-focused project management practices based on collaboration, explorative learning, and adaptation enhance time performance in complex projects in the infrastructure sector.
37.	Eriksson, Therese, 1983, et al. (author) Organisational design and development in a large rail tunnel project - Influence of heuristics and mantras 2017 In: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 35:3, s. 492-503 Journal article (peer-reviewed)abstract In design phases of large and complex infrastructure projects, a main challenge is to coordinate numerous technical specialists. Heuristics, or cognitive rules of thumb, is one factor that may influence the development of organisational structures and routines, especially if project management discretion is high: A longitudinal case study, comprising non-participant observation over three years, was carried out of the early design phase of a major railway tunnel project. Availability and familiarity heuristics were found important, as well as coordination neglect a general tendency to focus more on partitioning tasks than on coordination needs. Satisficing, meaning that the first acceptable organising solution is selected and retained, was found to be strong in temporary, transitory contexts. Shared heuristics were manifest as short catchphrases, or mantras. Clients should develop meta-routines and meta-functions to support adaptation within, and learning between, projects.
38.	Fortin, Israel, et al. (author) So many projects, so little result: The self-perpetuating cycle of inter-institutional projects 2023 In: International Journal of Project Management. - : ELSEVIER SCI LTD. - 0263-7863 .- 1873-4634. ; 41:4 Journal article (peer-reviewed)abstract This study aims to provide an explanation for the lack of implementation of innovation generated through publicly funded research. While previous scholars have categorized organizational cycles as either virtuous or vicious, cycles of inter-institutional projects can have simultaneous benefits for some organizations while causing drawbacks for others. Such a cycle was observed across inter-institutional projects in port logistics, where the primary objective was to implement innovation. During the investigation of ten projects, it became apparent that an excessive emphasis on certain practices at the expense of others, unintentionally resulted in delays in innovation implementation while collaborations continued to thrive. These practices led to a self-perpetuating cycle of inter-institutional projects that rarely resulted in implemented innovations. In contrast to the solutions proposed in existing literature to address organizational cycles, this study suggests that temporary hybridizing competing logics may be the root cause of cycles of inter-institutional projects.
39.	Frederiksen, Nicolaj, et al. (author) Dynamics of routine creation and transfer in strategic programs 2024 In: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 42:5 Journal article (peer-reviewed)abstract Programs are frequently highlighted for their ability to enable the implementation of strategic transformation amidst rapidly changing and unpredictable business environments. This study explores the creation of routines within a strategic program in the Danish construction industry and the subsequent transfer of these routines to the parent organizations. It identifies three sequential patterns of action: entrenching, dis-embedding, and re-embedding routines. Through an interpretive case study, the study reveals how these routines emerge and adapt in alignment with diverse organizational capabilities and relations. The findings highlight the importance of routine transfer and integration in parent organizations, emphasizing their adaptability to distinct needs and their significance for achieving strategic objectives. The discussion presents a process model and elaborates on the three sequential patterns of action. The paper contributes to the program literature by exploring the dynamics of how routines emerge through their own enactment and in relation to other actions at the program level.
40.	Geraldi, Joana G, et al. (author) Innovation in project management: Voices of researchers 2008 In: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 26:5, s. 586-589 Journal article (peer-reviewed)abstract This paper reports and reflects on the discussions about the nature of the discipline of project management that took place during the 8th conference of the International Research Network of Organizing by Projects (IRNOP VIII), held in Brighton in September 2007. The discussions started with the provocative motion “This house believes that we no longer need the discipline of project management”. The arguments are organised in the following areas: the use of the traditional body of knowledge by practitioners and by academics; the use of project management as a knowledge field by practitioners and by academics. The discussions indicate that project management research is in a fruitful moment of revolution of paradigms. We wish that the new paradigm accepts the plurality of research in projects and we need discussions supporting and also refusing the ‘motion’, and by this means, proposing answers, rather than the answer, to the future of ‘the project management discipline’.
41.	Ghapanchi, Amir H., et al. (author) Resources Contributing to Gaining Competitive Advantage for Open Source Software Projects : An Application of Resource-Based Theory 2014 In: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 32:1, s. 139-152 Journal article (peer-reviewed)abstract Open Source Software (OSS) is an important asset in today’s software-intensive society. The success of OSS projects is highly dependent on a number of factors. These factors must be understood and managed as an OSS project progresses. Thus, project management of an OSS project has a decisive role in ensuring the success of its software. The objective of the research is to increase the understanding of the resources affecting the competitiveness of OSS projects. Herewith, the responsiveness of OSS projects to users’ needs is assessed via an investigation of the defect-fixing process. A Resource-Based View of the firm (RBV) is used to build theoretical justifications for a set of hypotheses proposed in this study. Data gathered from 427 OSS projects confirmed that developers’ interest in and users’ contribution to the project as well as frequently updating and releasing the software affect the project’s ability to gain competitive advantage through effective defect-fixing. It is also shown that OSS projects that are more popular and have a higher level of organizational communication than others are more likely to gain competitive advantage through effective defect-fixing. Finally, implications of the results for practitioners and the research community are presented.
42.	Gomes, Leonardo Augusto de Vasconcelos, et al. (author) Playing chess or playing poker? : Assessment of uncertainty propagation in open innovation projects 2021 In: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 39:2, s. 154-169 Journal article (peer-reviewed)abstract Consider an interorganizational open innovation project, in which different organizations cooperate to generate value for clients or to solve a technological problem. In this setting, both the focal firm and the partners face uncertainties over time (e.g., technological uncertainties, market uncertainties) and, therefore, the performance of the focal firm and the overall interorganizational project depend on that firm's ability to assess potential uncertainties. The process of diffusion of a particular uncertainty throughout an inter-organizational project can be defined as uncertainty propagation. Assessment of uncertainty propagation can be employed to mitigate its detrimental impact. This paper connects previous studies of open innovation, uncertainty management and project management by providing a comprehensive, but structured, framework to assess uncertainty propagation. First, we propose the underlying causes of uncertainty propagation. Then, we present the three different approaches to its assessment, based on causes, effects and protection.
43.	Gutierrez, Ernesto, et al. (author) Dealing with legitimacy : A key challenge for Project Portfolio Management decision makers 2014 In: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 32:1, s. 30-39 Journal article (peer-reviewed)abstract Previous research has considered combining different decision-making approaches to be critical to achieve flexibility in Project Portfolio Management (PPM). Lacking flexibility, i.e., making decisions only by rational and formal approaches, might lead to a deficient balance between different types of ideas and projects, and this may lead to innovation opportunities being missed. However, the challenges that decision makers might face in achieving that flexibility have not been investigated thoroughly. In an interview study of three industrial companies, we explored how different decision-making approaches are combined in PPM. We found that rational and formal decision-making processes are experienced as more legitimate than informal and non-rational ones. Decision makers deal with legitimacy by certain mechanisms that allow them to bypass high accepted approaches and legitimizing decisions made by low accepted ones. We discuss how these mechanisms, while contributing to achieving flexibility, might also cause a bias in decisions and destabilization in resource allocation.
44.	Havila, Virpi, et al. (author) Project-ending competence in premature project closures 2013 In: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 31:1, s. 90-99 Journal article (peer-reviewed)abstract Project management literature tends to focus on the early phases of a project and on the associated generic project management competences, such as planning, scheduling, budgeting, resourcing and motivating. Only a small fraction of the discussion is devoted to project closure and to the competences needed when a project fails to reach the goals and so needs to be closed prematurely. The purpose of this paper is to develop an understanding of project-ending competences needed in premature project closures. Two cases of premature project closure are analysed in different contexts: in the car industry and the aircraft manufacturing industry. The key findings concern the managerial challenges that are present in premature project closures: the need for involvement of senior and also project managers, the need to understand the often changed role of internal and external project stakeholders, and the need to understand that the 'future matters' in premature project closure.
45.	Hedborg, Susanna, et al. (author) Organisational routines in multi-project contexts : Coordinating in an urban development project ecology 2020 In: International Journal of Project Management. - : Elsevier Ltd. - 0263-7863 .- 1873-4634. ; 38:7, s. 394-404 Journal article (peer-reviewed)abstract Project management literature have focused on either intra-organisational relationships or on vertical inter-organisational relationships. The purpose of this paper is to explore inter-project interdependencies and coordinating in multi-project contexts by using the notion of project ecologies. We adopt an organisational routines perspective to explore the coordinating practices managing those interdependencies. The empirical material underpinning our findings were collected and analysed through a case study of an urban development district, new to both the project ecology literature and the organisational routines literature. The findings highlight the existence and importance of horizontal interdependencies in project ecologies, as compared to the more commonly studied interdependencies in vertical relationships within and between projects. The need for horizontal coordinating is outside project managers’ regular focus on steering vertical relationships. Accordingly, the routines to manage the horizontal interdependencies in project ecologies are different to those in more engineered routines that are often described in project management guidelines.
46.	Hetemi, Ermal, et al. (author) Collaborative practices of knowledge work in IT projects 2022 In: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 40:8, s. 906-920 Journal article (peer-reviewed)abstract While projects in the Information Technology (IT) domain have been studied extensively, not much is known about the practices of knowledge work that is needed for IT projects to be brought together and enacted as temporary organisational structures. Building on the knowledge-as-practice perspective, we set out to explore collaborative work, which occurs through dialogic practices across knowledge domains in IT projects. Drawing upon multiple case study research in the IT industry, we run a qualitative analysis based on semi-structured interviews with the management level staff of six IT organisations. Based on the insights on IT projects in the six case organisations that varied in size and the degree of knowledge structure we develop a practice-based understanding of the collaborative practices of knowledge work. We identify three main practices of knowl-edge work in IT projects: a) expressing differences, b) co-creation, and c) mutual alignment, directing domain expert knowledge work at the collective level and towards shared project objectives. The practices emerged in the form of collaboration and as a function of cross-domain multi-disciplinary teams' alignment in IT projects. We offer novel insights into the essential role of the dialogue in collaborative knowledge work practices in IT projects, and their respective parent organisations.
47.	Hetemi, Ermal, et al. (author) Exploring the emergence of lock-in in large-scale projects : A process view 2020 In: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 38:1, s. 47-63 Journal article (peer-reviewed)abstract The purpose of this paper is to investigate the emergence of lock-in in large-scale projects. Although large-scale projects have been studied for decades, most studies have applied economic or psychological perspectives to emphasize decision-making processes at the project front-end. Of those studies, some have focused on poor decision-making due to lock-in and the escalating commitments of decision-makers to ineffective courses of action. However, little is known about the way that project decisions are affected by organizational and inter-organizational contexts and the actors involved. Understanding decisions from a process viewpoint with a long-term (inter-) organizational perspective will lead to a better understanding of lock-in and the overall performance of large-scale projects. This qualitative research is based on a case study. The research setting is the multi-actor Madrid-Barcelona High-Speed rail Line (HSL) project in Spain. Through observations, interviews, several project documents, and report analysis, we explore the processual nature of the choices made during the course of the project. We consider the contextual conditions that give rise or support the emergence of lock-in in relation to pre- and post-project effects, institutional influences, and management practices that create action spaces at the project level. Our findings suggest that lock-in emergence requires the recognition of the long-term (inter-) organizational perspective regarding mechanisms and effects rather than confining decisions to the individual or single actor control in the front-end of projects. Based on organizational theory, the main contribution of this paper is to enrich our understanding of the emergence of lock-in using process theories.
48.	Hetemi, Ermal, et al. (author) The recursive interaction of institutional fields and managerial legitimation in large-scale projects 2021 In: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 39:3, s. 295-307 Journal article (peer-reviewed)abstract Heeding recent calls for more studies on the relationship between projects and institutions, this paper reports on a collaborative case study to shed light on the recursive relations of large-scale projects and their institutional fields. Given the industry as the field-level institution, this study explores how two project organizations experienced the industry changes, its influence on the arrangement of large-scale projects, and the management response used to legitimize these arrangements. The qualitative secondary data analysis of two High-Speed rail projects in Spain and The Netherlands is based on semi-structured interviews, observations, and document analysis. This paper provides the institutional fields’ contextual detail and deepens our understanding of temporal institutional complexity that bound large-scale project arrangements. The findings suggest that in both cases the management responses altered across time and evolved depending on the salience of the institutional pressure, through the interplay with 1) regulative, 2) normative, and 3) dynamic cultural-cognitive forces, resulting in cycles of project legitimacy.
49.	Howell, David, et al. (author) A project contingency framework based on uncertainty and its consequences 2010 In: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 28:3, s. 256-264 Research review (peer-reviewed)abstract There is an increasing diversity both of project types and PM approaches, but decision tools and theory connecting the two are limited. To address this shortcoming, this paper reviews literature on alternative PM approaches, in the context of project contingency theory. Firstly, the paper identifies five selection factors seen within this literature: uncertainty, complexity, urgency, team empowerment and criticality. Secondly, the paper adapts project contingency theory to encompass these factors. Thirdly, these factors are used to develop a contingency framework based on project uncertainty and its consequences. Finally, the paper discusses the practical applications of the framework, such as its use for project process selection, tuning of processes, and project risk assessment.
50.	Huemann, Martina, et al. (author) The first impression counts: The essentials of writing a convincing introduction 2022 In: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 49:7, s. 827-830 Journal article (other academic/artistic)

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