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| 2. |
- Bayati, Zahra, 1958, et al.
(author)
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Nytt centrum mot rasism får fel vetenskaplig inriktning
- 2015
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In: Göteborgs Posten. - 1103-9345. ; :2015-06-14
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Journal article (pop. science, debate, etc.)abstract
- När rasism ska förstås som något som kan lösas genom att lära ut tolerans undergrävs förtroendet för regeringens satsning. Dessutom saknas det etnisk/rasifierad mångfald bland forskargruppen.
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| 3. |
- Cordi, Meysam, 1979, et al.
(author)
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Developing collaborative contracting - three railway project cases
- 2011
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In: Haugbölle, K., Gottlieb, S.C., Kähkönen, K. E., Klakegg, O. J. Lindahl, G.A. and Widén, K.: Proceedings from the 6th Nordic Conference on Construction Economics and Organisation - Shaping the Construction/Society Nexus, Copenhagen, Denmark, 13-15 April 2011, Volume 2: Transforming practices. Horsholm: Danish Building Research Institute. - 9788756315173 ; , s. 195-206
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Conference paper (peer-reviewed)abstract
- Collaborative contracting models are often associated with a set of tools and techniques to manage relationships, but the efficiency of such formalization in changing project culture has been doubted. Further, although many projects are successful, collaboration often is more limited than policies and guidelines suggest. In this paper, we view partnering practice as a learning process related to a management innovation and analyse how collaboration practice develops in three major railway projects, all using the same partnering model. We find that partnering is easy to introduce due to the flexibility and adaptability of the concept, but that practitioners prefer to keep collaboration informal and groups small. Also, tangible benefits can often be reached with basic and common-sense approaches. When ambitions and complexity increase, however, more sophisticated relationship management becomes inevitable, calling also for integration with core project processes. Yet, partnering tools and systems do not seem to provide much guidance when it comes to organizing such complex multiparty collaboration. Findings suggest that shortcomings relating to organizational issues are underestimated as causes of conflicts and inefficiencies.
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| 4. |
- Cordi, Meysam, 1979, et al.
(author)
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Developing Collaborative Contracting - Three Railway Project Cases
- 2012
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In: Project Perspectives. - 1455-4178. ; 34, s. 100-107
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Journal article (peer-reviewed)abstract
- Collaborative contracting models are often associated with a set of tools and techniques to manage relationships, but the efficiency of such formalization in changing project culture has been doubted. Further, although many projects are successful, collaboration often is more limited than policies and guidelines suggest. In this paper, we view partnering practice as a learning process related to a management innovation and analyse how collaboration practice develops in three major railway projects, all using the same partnering model. We find that partnering is easy to introduce due to the flexibility and adaptability of the concept, but that practitioners prefer to keep collaboration informal and groups small. Also, tangible benefits can often be reached with basic and common-sense approaches. When ambitions and complexity increase, however, more sophisticated relationship management becomes inevitable, calling also for integration with core project processes. Yet, partnering tools and systems do not seem to provide much guidance when it comes to organizing such complex multiparty collaboration. Careful attention to organizational issues in early phases is important both to appreciate the full potential of collaboration in the individual project and to promote industry level learning.
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| 5. |
- Eriksson, Therese, 1983, et al.
(author)
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Designing and implementing incentives for engineering consultants: encouraging cooperation and innovation in a large infrastructure project
- 2015
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In: Engineering Project Organization Journal. - : Engineering Project Organization Society. - 2157-3735 .- 2157-3727. ; 5:4, s. 146-159
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Journal article (peer-reviewed)abstract
- In large infrastructure projects, important decisions are made in early design phases. For a client, a key issue is how to stimulate innovative joint performance within the design team. This paper investigates the process of designing and implementing bonuses for cooperation and innovation in a large urban railway tunnel project. Data were collected through non-participatory observations, documents, interviews and a survey. Previous research has shown that incentives influence performance positively or negatively depending on task contents and perceived intentions, but also that people tend to underestimate this complexity and over-emphasize the power of incentives. Based on case observations, effects of bonuses for engineering consultants are discussed in relation to client awareness and management resources. The case results suggest that there are low risks for negative effects on task motivation of design consultants if incentives are low-stakes and not tied to specified performance. However, for low-stake incentives to add value, symbolic roles and the communication processes generated by the incentive scheme need to be strategically and purposefully managed. We conclude that research is needed to guide clients in considering a wider range of measures for enabling innovation and collaboration in design teams.
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| 6. |
- Eriksson, Therese, 1983
(author)
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Designing the Design Organisation: Client-consultant coordination in a large infrastructure project
- 2016
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Doctoral thesis (other academic/artistic)abstract
- Large infrastructure projects are unique and last for a long time, but they are still temporary organisations. The technology involved is often complex, and the uncertainty is high. Managing such projects and coordinating all the actors involved is a complicated task for both suppliers and clients. During the critical early design phase of large projects, many conceptual solutions are developed that will influence the planned infrastructure’s construction as well as its operation and maintenance. This phase requires contributions from and coordination of a wide array of technical competences, often from different organisations. Furthermore, management challenges arise as public infrastructure clients increasingly outsource tasks that were previously conducted in house. The purpose of this thesis is to increase the understanding of how organisational structures and routines for coordinating project participants are designed at the start of the early design phase and developed further over time. The findings are related to previous research on the organisation of complex projects, general research on routines in organisations, and research on the role of cognition and heuristics in processes of organisational design. When projects are unique and long, they are less influenced by the permanent client organisation’s standard management models and may select and develop their own routines and organisational structures. To understand better how coordination practices emerge during the early design phase as a result of client decisions and client-consultant interaction, a longitudinal case study of a large railway tunnel project was conducted. Findings suggest that in situations where project management possess a high degree of discretion, cognitive heuristics (or rules of thumb) may potentially influence organising decisions. In addition, one type of simple organisational heuristic used to enable coordination in this complex context was short mantras. Since many coordination mechanisms in unique, complex, and uncertain contexts are new, and because few project members have experience from similar projects, changes to the initial organisational structures and routines are to be expected. In the case study project, such changes in the early design phase were limited, incremental, and mainly reactive. A conclusion is that satisficing heuristics play an important role in a transitory and temporary environment, especially in relation to decisions on organising. It should be acknowledged that it is often efficient to rely on previous experience, simple rules of thumb, and established solutions to organise projects. Still, it is suggested that permanent client organisations should also foster meta-routines in order to prompt the project management team to plan regular assessments to revise and adapt organisational structure and routines.
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| 7. |
- Eriksson, Therese, 1983
(author)
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Developing Routines in Large Inter-organisational Projects: A Case Study of an Infrastructure Megaproject
- 2015
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In: Construction Economics and Building. - 2204-9029. ; 15:3, s. 4-18
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Journal article (peer-reviewed)abstract
- General management research has increasingly recognised the significance of routines in organisational performance. Among organisational tasks, megaprojects depend more on routines selected and created within the project than standard, small-scale projects do, owing largely to their size, duration, and uniqueness. Within this context, the present paper investigates how project routines were established and developed during the early design phase of an inter-organisational megaproject. A case study of a large public infrastructure project was conducted, in which data were collected during observations, semi-structured interviews, and project document studies over the course of three years. Results of analysis revealed that the client exerted the greatest impact on choice of routines and that the temporary nature of tasks limited efforts to fine-tune routines. Changes in routines were primarily reactive to new knowledge concerning project needs. The findings suggest that meta-routines to consciously review routines should be used to a greater extent and designed to capture supplier experiences as well.
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| 8. |
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| 9. |
- Eriksson, Therese, 1983, et al.
(author)
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Organisational design and development in a large rail tunnel project - Influence of heuristics and mantras
- 2017
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In: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 35:3, s. 492-503
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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.
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| 10. |
- Eriksson, Therese, 1983
(author)
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Organising the Early Design Phase in a Large Infrastructure Project
- 2013
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Licentiate thesis (other academic/artistic)abstract
- Large physical infrastructure projects are complex, lengthy endeavours usually initiated on a political level and managed by public clients. Many important decisions are made in early design phases, when the knowledge of numerous technical specialists is integrated to balance cost, quality and scope over the whole project lifecycle. Since projects and their contexts are unique, there are no comprehensive standard models for how to organise decision making in these early phases. Instead collaboration and coordination processes result from project members’ conscious efforts to merge existing organisational routines and tools with their own previous experiences and input from other projects. To enable a learning project organisation capable of managing complex coordination and cooperation issues, organisational structures and processes need to be carefully designed and open to successive adaptation.The aim of this thesis is to investigate what aspects affect the development of organisational structures and routines of the little researched but influential phase of early design in major infrastructure projects. An in-depth, single case study was conducted to investigate everyday practices and interpretations in management of the West Link project, an urban major railway tunnel project. The approach was longitudinal and mainly based on non-participant observation. Four papers are presented in this thesis. The first focuses on how perceived needs for cooperation and coordination influence the design and continuous development of the project organisation. The second paper looks into formal and informal knowledge transfer, primarily from other projects, to the case study project. Paper three investigates the development and implementation of a cooperation bonus. The last paper is based on an earlier case study of a tunnel project in its construction phase and looks into communication and interactions between client, contractor and consultant parties. One conclusion drawn from these papers is that aspects influencing early design organisations often relate to both coordination and cooperation, influenced by constraints in available resources as well as in participant cognition. The project organisation continuously develops as changing circumstances are revealed in formal and informal communication, both internally and in relations beyond the individual project. However, focus on cooperation declines as relations are established and project activities commence, while issues of coordination remains as explicit concerns. Further it seems that factors concerning predominantly coordination tend to influence and explicitly add to formal structures, while effects of factors related to cooperation tend to be integrated into existing routines and procedures.
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