| 1. |
- Adenfelt, Maria, 1972-
(author)
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Exploring the performance of transnational projects : Shared knowledge, coordination and communication
- 2010
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In: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 28:6, s. 529-538
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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.
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| 2. |
- Aegerter Alvarez, Juan Felipe, et al.
(author)
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Escalating commitment in the death zone : new insights from the 1996 Mount Everest disaster
- 2011
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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.
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| 3. |
- Aubry, Monique, et al.
(author)
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Project management offices in transition
- 2010
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In: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 28:8, s. 766-778
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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.
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| 4. |
- Badenfelt, Ulrika, 1970
(author)
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Fixing the contract after the contract is fixed: a study of incomplete contracts in IT and construction projects
- 2011
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In: International Journal of Project Management. - : Elsevier BV. - 0263-7863. ; 29:5, s. 568-576
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Journal article (peer-reviewed)abstract
- This paper aims to increase our understanding of collective outcomes by exploring both micro- and macro-level strategies for dealing with problems arising from incomplete contracts. By combining theories dealing with risk-sharing under various degrees of uncertainty (financial incentives and long-term relationships) with respect to social influence tactics involved in negotiations concerning additional work and changes, a useful framework was created. Case data regarding Swedish interorganizational development projects from both the construction and IT industries are used to illustrate the theoretical arguments. Findings indicate that social norms and the work-related values and attitudes of key negotiators significantly affect project outcomes. Efforts to increase the sophistication of financial incentives and long-term arrangements (e.g., standardized routines concerning risk-sharing and collaborative initiatives) do not seem to pay-off.
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| 5. |
- Biedenbach, Thomas, 1976-, et al.
(author)
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Absorptive, innovative and adaptive capabilities and their impact on project and project portfolio performance
- 2012
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In: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 30:5, s. 621-635
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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.
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| 6. |
- Bosch-Sijtsema, Petra, 1971, et al.
(author)
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Managing projects with distributed and embedded knowledge through interactions
- 2014
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In: International Journal of Project Management. - : Elsevier BV. - 0263-7863. ; 32:8, s. 1432-1444
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Journal article (peer-reviewed)abstract
- In project-based industries studies show difficulties in extracting, distributing and applying embedded and practice knowledge across structural and organisational boundaries. We focus on interorganisational projects consisting of distributed and embedded knowledge. Interaction becomes important in order to cooperate and share interorganisational and distributed knowledge. The aim of the research is to explore how sharing and generating practice based and distributed knowledge occurs through interaction in interorganisational projects and how this is managed. The study focuses on the design phase and relates traditional design practices to concurrent design practices. In the study we observed six cases of designmeetings in the construction and oil and gas industry and performed 31 interviews. The paper contributes with the following: (1) understanding and visualisation of interaction patterns, (2) insight in use of various forms of interaction, and (3) ways of managing distributed and embedded knowledge through interaction.
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| 7. |
- 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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| 8. |
- Canonico, P., et al.
(author)
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Getting control of multi-project organizations : Combining contingent control mechanisms
- 2010
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In: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 28:8, s. 796-806
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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
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| 9. |
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| 10. |
- Corvellec, Hervé, et al.
(author)
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The moral responsibility of project selectors
- 2010
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In: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 28:3, s. 212-219
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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.
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