| 1. |
- Alimadadi, Siavash, 1984-
(author)
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A pragmatist perspective on front-end project organizing : The case of refurbishment of the Palace of Westminster
- 2022
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In: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 40:7, s. 763-777
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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.
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| 2. |
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| 3. |
- Bourne, Mike, et al.
(author)
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Moving goals and governance in megaprojects
- 2023
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In: International Journal of Project Management. - : Elsevier Ltd. - 0263-7863 .- 1873-4634. ; 41:5
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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.
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| 4. |
- Çıdık, Mustafa Selçuk, et al.
(author)
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Political ecology perspective for a new way of understanding stakeholders and value in infrastructure projects
- 2024
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In: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 42:2, s. 102565-
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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.
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| 5. |
- Eriksson, Per-Erik, et al.
(author)
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Governing technical and organizational complexity through supply chain integration: A dyadic perspective on performance in infrastructure projects
- 2023
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In: International Journal of Project Management. - : Elsevier Ltd. - 0263-7863 .- 1873-4634. ; 41:4
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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.
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| 6. |
- Fortin, Israel, et al.
(author)
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So many projects, so little result: The self-perpetuating cycle of inter-institutional projects
- 2023
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In: International Journal of Project Management. - : ELSEVIER SCI LTD. - 0263-7863 .- 1873-4634. ; 41:4
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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.
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| 7. |
- Frederiksen, Nicolaj, et al.
(author)
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Dynamics of routine creation and transfer in strategic programs
- 2024
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In: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 42:5
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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.
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| 8. |
- Gomes, Leonardo Augusto de Vasconcelos, et al.
(author)
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Playing chess or playing poker? : Assessment of uncertainty propagation in open innovation projects
- 2021
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In: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 39:2, s. 154-169
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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.
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| 9. |
- Hedborg, Susanna, et al.
(author)
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Organisational routines in multi-project contexts : Coordinating in an urban development project ecology
- 2020
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In: International Journal of Project Management. - : Elsevier Ltd. - 0263-7863 .- 1873-4634. ; 38:7, s. 394-404
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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.
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| 10. |
- Hetemi, Ermal, et al.
(author)
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Collaborative practices of knowledge work in IT projects
- 2022
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In: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 40:8, s. 906-920
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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.
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| 11. |
- Hetemi, Ermal, et al.
(author)
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Exploring the emergence of lock-in in large-scale projects : A process view
- 2020
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In: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 38:1, s. 47-63
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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.
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| 12. |
- Hetemi, Ermal, et al.
(author)
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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
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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.
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| 13. |
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| 14. |
- Jacobsson, Mattias, 1976-, et al.
(author)
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An Essay on ‘Homo Projecticus’ : Ontological Assumptions in the Projectified Society
- 2022
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In: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 40:4, s. 315-319
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Journal article (peer-reviewed)abstract
- This essay argues that as a consequence of the projectified society there is a need to consider the individual as inherently different from what rational and administrative decision-making ontologies suggest. ’Homo Projecticus’ is introduced as a new set of ontological assumptions, and the aim of this essay is to outline its characteristics and discuss its implications. In contrast to previous assumptions, we argue that the projectified society produces action seeking individuals who are guided by the notion that life is organized within multiple temporal contexts that both follow each other and exist in parallel. Thus, a key concern is how to create boundaries, or limits, in ways that enable action. Two key mechanisms are used: ‘time bracketing’ to define time limits, and ‘scope bracketing’ to define issues or tasks. Consequently, with an aim of completing tasks through appropriate actions, the rationality guiding decision-making and actions is ‘bounded by brackets’, which means that, in contrast to previous ontologies, the limits for rationality are created by the decision-makers themselves. Through bracketing, sensible segments are created, which enables action to be reached.
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| 15. |
- Korotkova, Nataliia, et al.
(author)
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Do you know your people? : Situated expertise and permeable expertise boundaries in complex project work
- 2024
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In: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 42:3
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Journal article (peer-reviewed)abstract
- In the context of complex and digitalized engineering projects, effectively orchestrating meta-knowledge that encompasses awareness of diverse expertise presents a significant challenge, as it requires crossing various boundaries. Situated expertise plays a critical role in this process, connecting individual or group-level meta-knowledge to wider expertise systems in projects. We report a case study exploring how group expertise boundaries influence situated expertise development in the oil and gas front-end project context. Through qualitative analysis, we underscore the role of permeable group expertise boundaries in fostering open situated expertise systems, allowing for meta-knowledge about individuals, groups, and digital technologies. This permeability is especially critical in innovative and non-contractual contexts. We identify four elements—strategy, structural design, interaction molding routines and roles, and digital boundary objects—that contribute to open situated expertise development. Our findings show that while digital boundary objects can mediate expertise boundaries by enabling communication and navigation of expertise in projects, the reach of situated expertise largely depends on interaction molding elements, particularly boundary-spanning roles. This study concludes by recommending that practitioners expand their meta-knowledge, rethink their strategic approaches to situating and utilizing expertise in projects, and carefully establish routines for using digital technologies to record and retrieve expertise.
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| 16. |
- Korotkova, Nataliia, et al.
(author)
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Do you know your people?: Situated expertise and permeable expertise boundaries in complex project work
- 2024
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In: International Journal of Project Management. - : Elsevier BV. - 0263-7863 .- 1873-4634. ; 42:3
-
Journal article (peer-reviewed)abstract
- In the context of complex and digitalized engineering projects, effectively orchestrating meta-knowledge that encompasses awareness of diverse expertise presents a significant challenge, as it requires crossing various boundaries. Situated expertise plays a critical role in this process, connecting individual or group-level meta-knowledge to wider expertise systems in projects. We report a case study exploring how group expertise boundaries influence situated expertise development in the oil and gas front-end project context. Through qualitative analysis, we underscore the role of permeable group expertise boundaries in fostering open situated expertise systems, allowing for meta-knowledge about individuals, groups, and digital technologies. This permeability is especially critical in innovative and non-contractual contexts. We identify four elements—strategy, structural design, interaction molding routines and roles, and digital boundary objects—that contribute to open situated expertise development. Our findings show that while digital boundary objects can mediate expertise boundaries by enabling communication and navigation of expertise in projects, the reach of situated expertise largely depends on interaction molding elements, particularly boundary-spanning roles. This study concludes by recommending that practitioners expand their meta-knowledge, rethink their strategic approaches to situating and utilizing expertise in projects, and carefully establish routines for using digital technologies to record and retrieve expertise.
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| 17. |
- Korotkova, Nataliia, et al.
(author)
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Pursuing openness in the digital age : Insights from client–contractor knowledge collaboration at the project front end
- 2024
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In: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 42:1, s. 102564-102564
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Journal article (peer-reviewed)abstract
- Digitalization, with its potential to enhance the openness of client–contractor knowledge collaboration (KC) at the front end of complex engineering projects, is gaining traction among project scholars and practitioners. Despite this growing interest, project actors still struggle to bring client and contractor experts into an open, digitally enabled collaborative space where they can freely access and cocreate project-related knowledge. In this context, our case study explores client–contractor KC in the front-end phase of oil and gas projects in Norway to understand why project actors struggle to achieve KC openness in the digital age. Based on our qualitative analysis, we developed a model that displays two intertwined aspects giving rise to tensions between knowledge sharing and protection. First, we show that these tensions stem from fragmented awareness of the expertise in the collaborating project organization. Second, we highlight how intrainstitutional complexity, instantiated in coexisting conflicting logics of digital and collaborative action, underlies divergent beliefs and behavior toward client–contractor KC and its digitalization. We offer novel insights into the project management literature by showcasing how organizational heterogeneity, in terms of expertise and institutions, challenges project organizations' pursuit of open, digitally enabled client–contractor KC during the front-end project phase.
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| 18. |
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| 19. |
- Miterev, M., et al.
(author)
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Exploring the alignment between organization designs and value processes over the program lifecycle
- 2020
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In: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 38:2, s. 112-123
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Journal article (peer-reviewed)abstract
- This paper addresses the interplay between organization designs and value processes in the context of programs. Building upon the findings from a longitudinal case study of a complex multi-partner program within Sweden's transportation sector, we argue that different value processes over the program lifecycle require different program management arrangements. Specifically, the paper explores how three distinct value processes, namely value definition, value creation and value capture, were related to specific program organization design dimensions, including overall organizational form, program boundaries, organizational control modes, program protagonist and sources of funding. The paper explicates the dynamics of alignment between organization design and value processes and shows how the external context shaped the process of alignment. Thus, the study contributes to the literature by reporting a rich, longitudinal empirical case, identifying organizational preconditions for different value processes in programs and highlighting the dynamics of these processes.
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| 20. |
- Pearson, Christine, et al.
(author)
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Cultivating crisis research in project studies : insights from management and organisation studies by Christine Pearson
- 2023
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In: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 41:4
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Journal article (peer-reviewed)abstract
- There is an increasing discussion on the role of projects and temporary organising in the face of global and local crises. Categorically, the temporary, non-linear and complex nature of crisis from its onset has several theoretical and methodological parallels in the study of projects. To provide an outsider perspective in the process of cultivating this research stream within Project Studies, we interviewed Christine Pearson, Professor of Global Leadership at Thunderbird School of Global Management at Arizona State University. Pearson is globally known for her work on organisational crisis and is the author of the seminal work “Reframing Crisis Management.” In this interview, Pearson unpacks the evolution of conceptual frameworks in crisis research and elaborates on the role of projects in the face of crisis, specifically emphasising the non-linear conceptualisation of crisis. She highlights the role of project leadership in the context of crisis and finishes with potential future directions for contribution of the discipline of Project Studies to crisis literature, as she calls this research stream a “fertile territory.” These insights can be specifically used by project scholars in view of crisis associated with man-made hazards, natural hazards, or accidents, as well as broader management scholars to use theories developed in study of crisis by project scholars.
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| 21. |
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| 22. |
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| 23. |
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| 24. |
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| 25. |
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| 26. |
- Bröchner, Jan, 1948
(author)
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Construction project management fiction: Individual values
- 2021
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In: International Journal of Project Management. - : Elsevier BV. - 0263-7863. ; 39:6, s. 594-604
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Journal article (peer-reviewed)abstract
- Works of fiction are used in organizational studies for pedagogical purposes and as sources of data. The aim here is to analyse fictional treatments of construction project management, with a focus on project managers’ individual values. Fourteen novels, two short stories and four plays are included. Among the 18+18 individual Rokeach values, imagination, love, ambition, courage and happiness are frequently highlighted by authors. Earlier research on project managers has not shown imagination and love to be important. Studying fiction offers a broader representation of human aspects of project work, such as unethical behaviour, than can be gained from biographies, interviews and questionnaires. Works of literature can be used for more than pedagogical purposes. The relation between project managers’ project commitments and their personal ties outside the project context is a recurring topic in fiction.
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| 27. |
- Bröchner, Jan, 1948
(author)
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Project tragedies
- 2022
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In: International Journal of Project Management. - : Elsevier BV. - 0263-7863. ; 40:5, s. 467-470
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Journal article (peer-reviewed)abstract
- Serious project failures can be tragedies. Borrowing the term from Aristotle, project management researchers sometimes refer to a peripety when a chaotic project suddenly finds a successful path towards completion. But Aristotle requires tragedies to have a sad ending, and in his Poetics, reversal (peripeteia) is paired with recognition (anagnorisis), which might be closer to the transitory event in chaotic projects. In late antiquity, we find a voyage described as a tragicomedy, when Synesius recounts his experiences of sailing from Alexandria. The narrative of his stormy voyage includes a turning point resembling what modern project researchers have understood as peripety.
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| 28. |
- Iao-Jörgensen, Jenny
(author)
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Antecedents to bounce forward : a case study tracing the resilience of inter-organisational projects in the face of disruptions
- 2023
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In: International Journal of Project Management. - : Elsevier BV. - 0263-7863. ; 41:2
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Journal article (peer-reviewed)abstract
- Inter-organisational projects depend on stakeholder interactions and joint decision-making to perform and continually adjust to variations. This paper examines the emergence of transformative resilience (i.e., dynamic project capabilities to pursue fundamentally new strategies and practices) when facing external disruptions. A process-orientated case study was conducted within a culturally diverse project network of disaster risk management actors from Sweden and four Asian countries during the COVID-19 pandemic. The study found three crucial interactional considerations in the premise of project resilience during challenging times. These considerations concern contextual (through proactivity for a common picture and centralisation of linkages), behavioural (through stakeholders’ willingness to engage, commit and distributeagency), and cognitive embeddedness (through appreciation of diversity and reflexivity of actions). The findings enrich our understanding of resilience with new insights into the sequential and antecedent role of social embeddedness in projects’ organisational transformation and the complexity of inter-organisational relationships in uncertain times.
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| 29. |
- Sloot, Ruth N.F., et al.
(author)
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Change in a project-based organization: The mutual shaping of institutional logics and change programs
- 2024
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In: International Journal of Project Management. - 0263-7863. ; 42:3
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Journal article (peer-reviewed)abstract
- Modern organizational transformations increasingly rely on change programs led by the introduction of new information technology. Managing these information technology-based change programs within project-based organizations presents unique challenges due to the division between ongoing business processes and temporary project activities. This study uses an institutional logics perspective to understand how a project-based organizational context shaped and was shaped by an information technology-based change program. Through a three-year longitudinal case study on the interaction between a project-based organization and its information technology program, our findings reveal that institutional logics prevailing in the project-based organization significantly influenced the program's implementation. In turn, the information technology program acted as a catalyst for change, creating a competitive environment where two primarily segmented logics—a project organizing logic and an asset management logic—competed for dominance. The conflict between these logics led to new beliefs, values, and practices being dominant, marking a shift in balance between the two logics. Our findings contribute to increasing understanding of the dynamic interplay between project-based organizations and information technology-based change programs, shedding light on their mutual evolution over time and offering a deeper understanding of transformative change within project-based organizations.
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| 30. |
- Söderberg, Erik
(author)
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Project initiation as the beginning of the end: Mediating temporal tensions in school's health projects
- 2020
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In: International Journal of Project Management. - : Elsevier BV. - 0263-7863. ; 38:6, s. 343-352
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Journal article (peer-reviewed)abstract
- Temporary organizations have multiplied in the public sector and are often used as the organizational solution to secure long-term societal needs on a project by project basis. This article investigates how actors in temporary and permanent organizations work to connect, transcend and reshape competing temporal structures in their attempt to make project intentions impact on permanent organizing. The study uses qualitative interviews, observations and written documents to examine interactions at the boundaries between a temporary health promotion project and two permanent organizations - primary schools - which are the target of a health intervention. The results highlight how the multi-goal context inherent in the public sector can explain why temporal alignment is more difficult to achieve in comparison with a commercial context, affecting what makes project intentions survive in permanent organizing.
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| 31. |
- Söderberg, Erik, et al.
(author)
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Reframing practice through policy implementation projects in different knowledge contexts
- 2023
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In: International Journal of Project Management. - : Elsevier BV. - 0263-7863. ; 41:2
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Journal article (peer-reviewed)abstract
- Policy-implementing projects in public-sector organisations have gained increasing importance over the last two decades, but policymakers have difficulty influencing practices in the host organisation. We studied how the intentions behind a public-health policy influence two differing school contexts of teachers and kitchen staff. The actors interpreted the policymakers' intentions in relation to their different knowledge contexts in different ways and with different outcomes for policy-implementation projects. We analysed the reason for this finding using the concept of frame alignment. The policymaker tried to use both ideological and instrumental efforts in reframing practice (in both contexts). We discovered the negative consequences of an inability to use instrumental efforts. We further discovered difficulty in upholding the conditions of a project, especially given the sensitive face-to-face interactions in a bottom-up policy process. The results also led us to question the idea that a project is successful merely because the demarcation is successful.
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| 32. |
- Toukola, Sebastian, et al.
(author)
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The co-creation of value by public and private actors in the front end of urban development projects
- 2023
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In: International Journal of Project Management. - 0263-7863. ; 41:8
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Journal article (peer-reviewed)abstract
- This study focuses on the co-creation of value in the front end of urban development projects (UDPs) established by coalitions of public and private actors to develop specific urban premises or areas. Creating value in UDPs calls for collaboration between municipal actors and private companies, specifically in the front end phase, during which major design decisions are made. This qualitative case study builds on data collected through 27 semi-structured interviews in a middle-sized city in Finland. Our data analysis resulted in the categorisation of four value co-creation processes involving municipal actors and private companies, namely, zoning, exploring, procuring and negotiating. The study's results offer insights into how value co-creation can be facilitated in UDPs. This study contributes to recent value-creation literature by providing a novel understanding of each value co-creation process, its characteristics and its corresponding co-created values.
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| 33. |
- Almgren, Matilda, et al.
(author)
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Self-efficacy, recovery and psychological wellbeing one to five years after heart transplantation: a Swedish cross-sectional study
- 2021
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In: European Journal of Cardiovascular Nursing. - : Oxford University Press (OUP). - 1474-5151 .- 1873-1953. ; 20:1, s. 34-39
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Journal article (peer-reviewed)abstract
- Background Self-efficacy refers to a person ' s confidence in carrying out treatment-related activities and constitutes the foundation of self-management as well as long-term follow-up after heart transplantation. Exploring the heart recipients ' experiences by means of self-report instruments provides healthcare professionals with valuable information on how to supply self-management support after heart transplantation. Aims The aim was to explore self-efficacy in relation to the self-reported level of recovery and psychological wellbeing, among adult heart recipients, one to 5 years after transplantation. Methods This cross-sectional study includes 79 heart recipients, due for follow-up one to 5 years after transplantation. Three different self-assessment instruments were employed: the self-efficacy for managing chronic disease 6-item scale; the postoperative recovery profile; and the psychological general wellbeing instrument. Results The reported level of self-efficacy was high (median 8.3, maximum score 10). Significantly higher self-efficacy was seen among those who had returned to work (P = 0.003) and those without pre-transplant mechanical circulatory support (P = 0.033). In total, 65.5% (n = 52) reported being reasonably recovered, while 18.8% (n = 12) were not recovered. The median total psychological general wellbeing score was 108 (P-25 = 24,P-75 = 117), suggesting overall good psychological wellbeing in the whole group of heart recipients. Conclusion The heart transplant recipients in our study had an overall high level of self-efficacy. Low self-efficacy was found among those with a low self-reported level of recovery, pre-transplant treatment with mechanical circulatory support or who had not returned to work. This is important information for transplant professionals when helping heart recipients to balance their expectations about recovery.
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