| 1. |
- Adenfelt, Maria, 1972-, et al.
(author)
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Communication in global development projects: objectives, mechanisms and interpretations
- 2010
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In: Organizational communication and sustainable development : ICTs for mobility. - Hershey PA : Information Science Reference. - 9781605668222 - 9781605668239 ; , s. 153-169
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Book chapter (other academic/artistic)abstract
- Globalization trends make the task of revisiting the nature of the organization of global development projects (GDPs) within MNCs imperative. In this study, GDPs are viewed as contemporary ventures that seek scale economies in response to opportunities and threats posed by globalization trends. Our focus is to obtain a better understanding of how communication is managed and organized in GDPs. The study is of a GDP with the aim of developing a common global product to be used by all subsidiaries in an MNC, but with openings for local market adaptations. The empirical findings show that: (1) the management had two goals with the project, which were conveyed and understood differently depending on organizational level and organizational belonging, (2) the administrative heritage of the MNC influenced the use of information communication technology for sharing information and knowledge, and (3) the impact of frequency and structure of communication for information processing.
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| 2. |
- 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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