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- Berggren, Christian, et al.
(författare)
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Exploring Knowledge Integration and Innovation
- 2011
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Ingår i: Knowledge integration and innovation. - Oxford : Oxford University Press. - 9780199693924 - 9780191730580 ; , s. 228-245
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Bokkapitel (övrigt vetenskapligt/konstnärligt)abstract
- Technology-based firms continue to compete primarily on innovation, and are continuously required to present new solutions to an exacting market. As technological complexity and specialization intensifies, firms increasingly need to integrate and co-ordinate knowledge by means of project groups, diversified organizations, inter-organizational partnerships, and strategic alliances. Innovation processes have progressively become interdisciplinary, collaborative, inter-organizational, and international, and a firm's ability to synthesize knowledge across disciplines, organizations, and geographical locations has a major influence on its viability and success.This book demonstrates how knowledge integration is crucial in facilitating innovation within modern firms. It provides original, detailed empirical studies of prerequisites, mechanisms, and outcomes of knowledge integration processes on several organizational levels, from key individuals, projects, and internal organizations, to collaboration between firms. It stresses the need to understand knowledge integration as a multi-level phenomenon, which requires a broad repertoire of organizational and technical means. It further clarifies the need for strong internal capabilities for exploiting external knowledge, reveals how costs of knowledge integration affect outcomes and strategic decisions, and discusses the managerial implications of fostering knowledge integration, providing practical guidance and support for managers of knowledge integration in
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- Bredin, Karin, 1977-, et al.
(författare)
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Human resource management in project-based organizations : the HR quadriad framework
- 2011
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Bok (övrigt vetenskapligt/konstnärligt)abstract
- In many companies today, people spend most of their time working in various types of projects. This book addresses the important question of what this means for the management of human resources at the operational level in the firm. The authors address questions such as: How do first-line managers handle their HR responsibilities when people work in co-located project teams most of the time? What role do project managers have in performing HRM activities? What strategies do individual project workers use to manage their own development while moving from project to project? And, what role do HR specialists have in adding value to the HRM system where operative HRM is really performed?This book summarizes empirical research in a number of industries and firms, most notably in engineering and development contexts. The authors introduce a framework for HRM – the HR quadriad – that expands traditional views on the important relationships that are at the core for HRM activities at the operational level. The framework builds on the idea that HRM is carried out in interplay among four actors in the organization, namely line managers, project managers, individual workers and HR specialists. Accordingly, it seeks to identify the major challenges for each one of these players and illustrates the value of the framework to explain how some of the world's leading companies have responded to these challenges.
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| 8. |
- Bredin, Karin, 1977-, et al.
(författare)
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Leading and Managing Projects : Insights from the HR Quadriad.
- 2014
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Ingår i: Advancing Human Resource Project Management. - San Francisco : Jossey-Bass Education. - 9781118458037 ; , s. 350-382
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Bokkapitel (refereegranskat)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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| 9. |
- Bredin, Karin, 1977-, et al.
(författare)
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Project managers and career models: : An explorative, comparative study
- 2013
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Ingår i: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 31:6, s. 889-902
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Tidskriftsartikel (refereegranskat)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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- Canonico, P., et al.
(författare)
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Special Issue : Organizational mechanisms for effective knowledge creation in projects
- 2013
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Ingår i: 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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Tidskriftsartikel (refereegranskat)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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