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Söderlund, Jonas
Publications (10 of 141) Show all publications
Bredin, K., Niss, C. & Söderlund, J. (2015). Specialist med bredd eller flerbent generalist: vad utmärker en kunskapsintegrerande projektmedlem?. In: Hans Andersson, Christian Berggren (Ed.), Kunskapsintegration och innovation i en internationaliserande ekonomi: slutrapport från ett forskningsprogram (pp. 72-83). Göteborg: Makadam Förlag
Open this publication in new window or tab >>Specialist med bredd eller flerbent generalist: vad utmärker en kunskapsintegrerande projektmedlem?
2015 (Swedish)In: Kunskapsintegration och innovation i en internationaliserande ekonomi: slutrapport från ett forskningsprogram / [ed] Hans Andersson, Christian Berggren, Göteborg: Makadam Förlag, 2015, p. 72-83Chapter in book (Other academic)
Place, publisher, year, edition, pages
Göteborg: Makadam Förlag, 2015
Keywords
Projektarbete
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-124302 (URN)978-91-7061-190-2 (ISBN)
Available from: 2016-01-26 Created: 2016-01-26 Last updated: 2016-02-04Bibliographically approved
Söderlund, J. & Maylor, H. (2014). Contextual awareness and Perspective Awareness in Project Management. In: Beverly Pasian (Ed.), Designs, methods, and practices for research of project management: . Gower Publishing Ltd.
Open this publication in new window or tab >>Contextual awareness and Perspective Awareness in Project Management
2014 (English)In: Designs, methods, and practices for research of project management / [ed] Beverly Pasian, Gower Publishing Ltd., 2014Chapter in book (Other academic)
Place, publisher, year, edition, pages
Gower Publishing Ltd., 2014
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-102019 (URN)978-1-4094-4880-8 (ISBN)
Available from: 2013-11-26 Created: 2013-11-26 Last updated: 2013-12-17
Bredin, K. & Söderlund, J. (2014). Leading and Managing Projects: Insights from the HR Quadriad.. In: Richard J. Klimoski, Beverly Dugan, Carla Messikomer and Francois Chiocchio (Ed.), Advancing Human Resource Project Management: (pp. 350-382). San Francisco: Jossey-Bass Education
Open this publication in new window or tab >>Leading and Managing Projects: Insights from the HR Quadriad.
2014 (English)In: Advancing Human Resource Project Management / [ed] Richard J. Klimoski, Beverly Dugan, Carla Messikomer and Francois Chiocchio, San Francisco: Jossey-Bass Education , 2014, p. 350-382Chapter in book (Refereed)
Abstract [en]

Tackling major human resources management projects can be daunting, but now you can learn from the lessons of HR professionals who have encountered roadblocks or challenges in similar contexts. Advancing Human Resource Project Management is an in-depth, thoughtful resource that highlights the knowledge and experience of those who have undertaken large HR projects. This guide illustrates what worked and what didn't, with a focus on evidence and real-world cases to illuminate effective strategies and solutions. Each chapter presents empirical findings complemented by professional judgment and wisdom from human resource management professionals well-versed in global business environments.

Advancing Human Resource Project Management recognizes the importance of context, addresses the practical and professional implications of managing HR management projects in different industry sectors, and provides comprehensive coverage on implementing global development programs and project initiation and planning. Ideal for global Industrial and Organizational Psychology faculty and practitioners, graduate students, and, especially, HR professionals, this resource uncovers the best evidence-based practices available today for effective HR project management strategies. The book includes:

  • An emphasis on the implications and challenges of providing solutions for HR business problems on a global scale
  • Real-world cases and firsthand professional experiences with summaries of knowledge gained from research and practice
  • Advice on tackling challenges inherent in various stages of a project
  • Expertise and counsel from HR professionals familiar with large projects and from those who study and work in the field of project management

Let this comprehensive resource guide your approach to initiating and managing large HR projects. With solid, empirical evidence and relatable case studies, Advancing Human Resource Project Management is the ideal professional companion for those looking to strengthen their project techniques, project leadership, and management skills.

Place, publisher, year, edition, pages
San Francisco: Jossey-Bass Education, 2014
Series
J-B SIOP Professional Practice Series
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-114301 (URN)978-1-118-45803-7 (ISBN)
Available from: 2015-02-17 Created: 2015-02-17 Last updated: 2015-09-22Bibliographically approved
Borg, E. & Söderlund, J. (2014). Moving in, moving on: liminality practices in project-based work. Employee relations, 36(2), 182-197
Open this publication in new window or tab >>Moving in, moving on: liminality practices in project-based work
2014 (English)In: Employee relations, ISSN 0142-5455, E-ISSN 1758-7069, Vol. 36, no 2, p. 182-197Article in journal (Refereed) Published
Abstract [en]

Purpose – The purpose of this paper is to investigate the practices mobile project workers rely upon to deal with their liminal work situation, i.e. a work situation in which they are “in-between” and do not have a clear long-term belonging to any specific organisation or project.

Design/methodology/approach – The study employs a qualitative approach and draws upon in-depth interviews with 24 engineers working for one of Scandinavia's leading technical consultancies. The aim of the qualitative data analysis was to identify a set of commonalities and differences in their experiences and ways of dealing with liminality.

Findings – The data indicate that mobile project workers experience their liminality in two separate dimensions; one which is primarily technical and task related, and one that is predominantly group related and social. These types of liminality are dealt with either actively, to lower or handle the ambiguity in the situation, or passively when the individual waits for the situation to be dealt with by others. Based on these two dimensions and types, the paper identifies and discusses four kinds of liminality practices.

Research limitations/implications – The paper demonstrates the importance of focusing on individuals in project-based work, and specifically how they deal with work in-between. The paper shows when and how individuals make use of different liminality practices in their work, and calls for further research on the different skill sets and competencies that are needed to deal with liminality.

Originality/value – By identifying four liminality practices applied in situations signified by the experience of being in-between, this study offers an important contribution to the literature on flexible and mobile work conditions. Thus, the paper contributes to the knowledge of threshold-like employment positions that denotes the everyday work situation for an increasing number of individuals engaged in knowledge-intensive and project-based work.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2014
Keywords
Employee attitudes, Employee involvement, Employee relations, Flexible labour, Labour mobility, Qualitative methods
National Category
Work Sciences
Identifiers
urn:nbn:se:liu:diva-103345 (URN)10.1108/ER-11-2012-0081 (DOI)000346112000005 ()
Available from: 2014-01-17 Created: 2014-01-17 Last updated: 2017-12-06Bibliographically approved
Söderlund, J. & Lenfle, S. (2014). Project history: History meets projects (5ed.). In: Rodney Turner (Ed.), Gower Handbook of Project Management: . Aldershot: Gower Publishing Ltd.
Open this publication in new window or tab >>Project history: History meets projects
2014 (English)In: Gower Handbook of Project Management / [ed] Rodney Turner, Aldershot: Gower Publishing Ltd., 2014, 5Chapter in book (Refereed)
Place, publisher, year, edition, pages
Aldershot: Gower Publishing Ltd., 2014 Edition: 5
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-102017 (URN)978-1-4724-2296-5 (ISBN)
Available from: 2013-11-26 Created: 2013-11-26 Last updated: 2013-12-17
Söderlund, J. & Dahlgren, J. (2013). Ekonomistyrning av projekt (1ed.). In: Erik Jannesson & Matti Skoog (Ed.), Perspektiv på ekonomistyrning: (pp. 36-62). Malmö: Liber
Open this publication in new window or tab >>Ekonomistyrning av projekt
2013 (Swedish)In: Perspektiv på ekonomistyrning / [ed] Erik Jannesson & Matti Skoog, Malmö: Liber, 2013, 1, p. 36-62Chapter in book (Other academic)
Abstract [sv]

Fascineras du också av mänskligt beteende och hur det kan påverkas? Gillar du att fundera över hur ett företag kan lyftas - både ekonomiskt och socialt - med hjälp av nya rön kring ekonomistyrning? Bra, då är detta en bok för dig!Den här boken tydliggör bredden och mångfalden i dagens ekonomistyrning, primärt genom en tydligt problematiserande ansats. Författargruppen utgörs av ett stort antal av Sveriges skickligaste lärare och forskare inom ämnet. De representerar även olika inriktningar, vilket innebär att ekonomistyrningen belyses ur ett flertal olika perspektiv. Genom denna djupdykning i en rad relevanta ämnesfrågor bidrar boken till att öka förståelsen av ekonomistyrningens komplexa och fascinerande karaktär.

Place, publisher, year, edition, pages
Malmö: Liber, 2013 Edition: 1
Keywords
Management control, Ekonomistyrning
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-101355 (URN)978-91-47-09694-7 (ISBN)
Available from: 2013-11-21 Created: 2013-11-21 Last updated: 2014-10-28Bibliographically approved
Söderlund, J. & Lenfle, S. (2013). Making project history: Revisiting the past, creating the future. International Journal of Project Management, 31(3), 653-662
Open this publication in new window or tab >>Making project history: Revisiting the past, creating the future
2013 (English)In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 31, no 3, p. 653-662Article in journal, Editorial material (Refereed) Published
Abstract [en]

To this point, project management scholars and historians have carried out surprisingly little research on the landmark projects of our past. This paper argues for the need for delineating Project History as a subject area that ties project management with history. The paper presents the need for more research into this area, the nature and the content of this specific subject area, and the potential contributions that might come out of research within it — for history (management history, business history, and technology history) and project management. The paper also gives an overview of the papers included in the special issue, and offers some ideas of future research in Project History.

Place, publisher, year, edition, pages
Elsevier, 2013
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-101106 (URN)10.1016/j.ijproman.2013.02.005 (DOI)
Available from: 2013-11-19 Created: 2013-11-19 Last updated: 2017-12-06Bibliographically approved
Hernes, T., Simpson, B. & Söderlund, J. (2013). Managing and temporality. Scandinavian Journal of Management, 29(1), 1-6
Open this publication in new window or tab >>Managing and temporality
2013 (English)In: Scandinavian Journal of Management, ISSN 0956-5221, E-ISSN 1873-3387, Vol. 29, no 1, p. 1-6Article in journal, Editorial material (Refereed) Published
Abstract [en]

This special issue is the third in the Scandinavian Journal of Management (SJM) to focus exclusively on the processual nature of managing and organizing. These three special issues offer an approximate genealogy of recent developments in process thinking in the field of management and organization.

Place, publisher, year, edition, pages
Elsevier, 2013
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-101104 (URN)10.1016/j.scaman.2012.11.008 (DOI)000315977400001 ()
Available from: 2013-11-19 Created: 2013-11-19 Last updated: 2018-03-12
Dille, T. & Söderlund, J. (2013). Managing temporal misfits in institutional environments: A study of critical incidents in a complex public project. International Journal of Managing Projects in Business/Emerald, 6(3), 552-575
Open this publication in new window or tab >>Managing temporal misfits in institutional environments: A study of critical incidents in a complex public project
2013 (English)In: International Journal of Managing Projects in Business/Emerald, ISSN 1753-8378, E-ISSN 1753-8386, Vol. 6, no 3, p. 552-575Article in journal (Refereed) Published
Abstract [en]

Purpose – The aim of this paper is to conceptualize time as an important dimension of institutions and, more specifically, to develop the analysis of institutions, time, and temporal misfits. The paper explores these matters in the context of an inter-institutional project where actors, who represent different organizational fields and respond to different institutional requirements with regards to time and timing, need to collaborate.

Design/methodology/approach – The paper centers on three critical incidents taken from a study of a large-scale telecom project in Norway. The paper is based on an analysis of public documents and 35 interviews with key stakeholders and managers in the focal project.

Findings – This research shows that temporal misfits are a critical, yet understudied, element of project organizing. The paper suggests and discusses three primary measures – detecting, correcting, and escaping – that project management makes use of to resolve temporal misfits among the actors involved. To advance the analysis of problems facing projects in institutionally-bounded settings, the paper proposes a typology of temporal misfits (phase and tempo) and different types of complexity (analyzable and systemic).

Practical implications – Although purposeful in many instances, especially in collaborations across institutional boundaries, timing norms may cause profound organizational problems due to temporal misfits among the actors involved. The paper argues that project managers need to identify and be prepared for such organizational problem by being equipped with a repertoire of resolution strategies to handle them. New concepts and approaches are needed to identify and deal with temporal misfits among important stakeholders in projects.

Originality/value – A number of previous studies on project organizing have emphasized the critical aspects of studying institutions and time; but to date, no comprehensive efforts have been made to combine these ideas in empirical investigations. This study emphasizes the criticality of timing norms and temporal misfits to enhance our understanding of the linkages between projects, institutions, and time.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2013
Keywords
Institutions, Inter-institutional project, Isochronism, Norway, Organizations, Project management, Projects, Telecommunication, Time, Time-based management, Timing norm
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-101102 (URN)10.1108/IJMPB-03-2012-0006 (DOI)
Available from: 2013-11-19 Created: 2013-11-19 Last updated: 2017-12-06Bibliographically approved
Söderlund, J. (2013). Pluralistic and processual understandings of projects and project organizing: towards theories of project temporality. In: Nathalie Drouin, Ralf Müller, Sankaran Shankar (Ed.), Novel approaches to organizational project management research: translational and transformational (pp. 117-135). Copenhagen: Copenhagen Business School Press
Open this publication in new window or tab >>Pluralistic and processual understandings of projects and project organizing: towards theories of project temporality
2013 (English)In: Novel approaches to organizational project management research: translational and transformational / [ed] Nathalie Drouin, Ralf Müller, Sankaran Shankar, Copenhagen: Copenhagen Business School Press, 2013, p. 117-135Chapter in book (Other academic)
Abstract [en]

Project management (PM), traditionally employed to implement projects, has developed into Organizational Project Management, as organizations are increasingly using projects to deliver strategies. The emergence of program and portfolio management has also contributed to this move. PM researchers need to become more innovative in their research approaches. They need to connect with the broader currents of social science in relevant fields, such as organization theory. Outside the specific field, there is a great deal that can usefully be imported, transformed, and translated so that it is fit for project management research purposes. More trans-disciplinary, translational, and transformational approaches for conducting project-related research are required, and this book goes a long way to providing foundations for them. The book encompasses reflections on fundamental questions underlying any research, such as the type of knowledge sought, as well as the epistemological and ontological assumptions. It broadens research methods and theory perspectives, drawing on contemporary approaches, such as action research, soft systems methodology, activity theory, actor-network theory, and other approaches adopted in related scientific and technological areas that are only recently being adopted. To achieve this, the book's editors have necessarily been eclectically interdisciplinary in their contributor list. They have included contemporary research methods and designs from areas allied to project research - such as organization science, organizational studies, sociology, behavioral science, and biology - providing innovative invitations to research design and methodological choice. Overall, this book makes a significant contribution to the maturation and development of project management research as a specialty in the broader social sciences, one that is a less-reliant handmaiden or under-laborer to purely technical issues, but which appreciates that any material construction is always a social construction as well, one that implies episteme and phronesis, knowledge and wisdom, as well as techne or technique. Project managers may not realize it, but the most important aspects of what they manage are the meanings, interpretations, and politics of projects, and not merely the technical aspects.

Place, publisher, year, edition, pages
Copenhagen: Copenhagen Business School Press, 2013
Series
Advances in Organization Studies, ISSN 1566-1075 ; 29
Keywords
Management Research, Projektledning forskning, Projektarbete forskning
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-101368 (URN)978-87-630-0249-3 (ISBN)
Available from: 2013-11-21 Created: 2013-11-21 Last updated: 2014-10-28Bibliographically approved
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