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  • 1.
    Adenfelt, Maria
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Exploring the performance of transnational projects: Shared knowledge, coordination and communication2010In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 28, no 6, p. 529-538Article in journal (Refereed)
    Abstract [en]

    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.

  • 2.
    Enberg, Cecilia
    et al.
    Linköpings universitet.
    Lindkvist, Lars
    Linköpings universitet.
    Tell, Fredrik
    Linköping University.
    Knowledge integration at the edge of technology: On teamwork and complexity in new turbine development2010In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 28, no 8, p. 756-765Article in journal (Refereed)
    Abstract [en]

    This paper takes an empirical point of departure in the development of a new steam turbine. Project work here relied on a process of iteration between a small core group of team members with extensive experience and team members with less of that currency. In this project, the core group had a major integrative role, whereas other team members were mainly responsible for the specific tasks assigned to them. Quite a few of the latter category felt uneasy about their role and felt ‘decoupled’ from the project. In our analysis we use the Teamwork Quality (TWQ) construct proposed by Hoegl and Gemuenden (2001). In conclusion, our findings suggest that in highly complex projects of this type, team-based knowledge integration need not presuppose equality of participation and we introduce the notion of a Segregated Team to account for these findings.

  • 3.
    Havila, Virpi
    et al.
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Medlin, Christopher J.
    Salmi, Asta
    Project-ending competence in premature project closures2013In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 31, no 1, p. 90-99Article in journal (Refereed)
    Abstract [en]

    Project management literature tends to focus on the early phases of a project and on the associated generic project management competences, such as planning, scheduling, budgeting, resourcing and motivating. Only a small fraction of the discussion is devoted to project closure and to the competences needed when a project fails to reach the goals and so needs to be closed prematurely. The purpose of this paper is to develop an understanding of project-ending competences needed in premature project closures. Two cases of premature project closure are analysed in different contexts: in the car industry and the aircraft manufacturing industry. The key findings concern the managerial challenges that are present in premature project closures: the need for involvement of senior and also project managers, the need to understand the often changed role of internal and external project stakeholders, and the need to understand that the 'future matters' in premature project closure.

  • 4.
    Lagerström, Katarina
    Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Business Studies.
    Enabling knowledge creation and sharing in transnational projects2006In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 24, no 3, p. 191-198Article in journal (Refereed)
  • 5. Palm, Kristina
    et al.
    Lindahl, Marcus
    Uppsala University, Disciplinary Domain of Science and Technology, Technology, Department of Engineering Sciences, Industrial Engineering & Management.
    A project as a workplace Observations from project managers in four R&D and project-intensive companies2015In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 33, no 4, p. 828-838Article in journal (Refereed)
    Abstract [en]

    Projects and project management work present what would seem to be a paradox. Although business and industrial companies regard projects as strategic vehicles for innovation and growth, it is doubtful whether project managers are seen as a similarly strategic asset, due to their working environment. This article, which is based on interviews conducted at four major Scandinavian companies, describes several empirical cases of a project as a workplace. In line with previous research we observe a challenging and in many cases exposed situation for many project managers. Our main finding is that a considerable part of what makes up a non-sustainable project work environment stems from the imbalance of power that exists between permanent and temporary organisational forms. The article concludes that a process of "deprojectification" of project employees, i.e. making the distinction between line and project work less distinct in organisations may actually lead to more sustainable project work.

  • 6.
    Söderlund, Jonas
    et al.
    BI Norwegian Business School.
    Tell, Fredrik
    Linköping University.
    Exploring the dynamics of the P-form organization: Project epochs in Asea/ABB 1950-20002009In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 27, no 2, p. 101-112Article in journal (Refereed)
    Abstract [en]

    This paper links the evolution of the firm to the practice of project management based on a longitudinal, in-depth study of Asea Brown Boveri (ABB) over a period of more than fifty years. It is suggested that Asea/ABB is an example of a project-based firm, which, in a neo-Chandlerian vein, exhibits ‘P-form characteristics’. The analysis presented extends previous findings reported in the literature on firm-level capabilities by integrating the analyses of project competence and specifically the nature and emergence of so-called ‘project epochs’. We identify four project epochs in the history of Asea/ABB which represent different forms of project competence. In the analytical section, we focus on how ABB managed to shift epochs to enhance its project competence. The paper offers new insights into the characteristics and dynamic capabilities of P-form organizations.

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