liu.seSearch for publications in DiVA
Change search
Link to record
Permanent link

Direct link
Alternative names
Publications (10 of 150) Show all publications
Pemsel, S. & Söderlund, J. (2024). Knowledge Entrainment in Large-Scale Transformation Projects: The Evidence-Based Strategy and the Innovation-Based Strategy. Project Management Journal, 55(5), 487-506
Open this publication in new window or tab >>Knowledge Entrainment in Large-Scale Transformation Projects: The Evidence-Based Strategy and the Innovation-Based Strategy
2024 (English)In: Project Management Journal, ISSN 8756-9728, E-ISSN 1938-9507, Vol. 55, no 5, p. 487-506Article in journal (Refereed) Published
Abstract [en]

Prior research has indicated that knowledge integration is essential for succeeding with large-scale transformation (LST) projects. However, research has largely ignored the processual properties of knowledge integration. This article embarks on the notion of knowledge entrainment and demonstrates the criticality of the processual nature of knowledge integration. Through a comparative qualitative case study of two LST projects in the healthcare sector, two knowledge entrainment strategies were identified (the evidence-based strategy and the innovation-based strategy). Data analysis uncovered triggers, practices, and outcomes of the two knowledge entrainment strategies. Additionally, the central role of temporary project management offices (PMOs) for arranging knowledge entrainment within the LST projects is demonstrated.

Place, publisher, year, edition, pages
SAGE PUBLICATIONS INC, 2024
Keywords
knowledge entrainment; knowledge integration; temporary project management offices; large-scale transformation; healthcare
National Category
Construction Management
Identifiers
urn:nbn:se:liu:diva-203233 (URN)10.1177/87569728241239271 (DOI)001209395000001 ()2-s2.0-85191703289 (Scopus ID)
Note

Funding Agencies|Canadian Institutes of Health Research; Vinnova

Available from: 2024-05-06 Created: 2024-05-06 Last updated: 2025-02-04Bibliographically approved
Söderlund, J. & Locatelli, G. (2024). New Editors and a New Editor-in-Chief: Making the Manifesto a Reality. Project Management Journal, 55(1), 3-8
Open this publication in new window or tab >>New Editors and a New Editor-in-Chief: Making the Manifesto a Reality
2024 (English)In: Project Management Journal, ISSN 8756-9728, E-ISSN 1938-9507, Vol. 55, no 1, p. 3-8Article in journal, Editorial material (Other academic) Published
Place, publisher, year, edition, pages
SAGE PUBLICATIONS INC, 2024
Identifiers
urn:nbn:se:liu:diva-200659 (URN)10.1177/87569728241227414 (DOI)001149362800001 ()2-s2.0-85183058323 (Scopus ID)
Available from: 2024-02-05 Created: 2024-02-05 Last updated: 2025-04-10Bibliographically approved
Söderlund, J. (2023). Seven Insights Into Becoming an Engaged Project Scholar. Project Management Journal, 54(5), 467-473
Open this publication in new window or tab >>Seven Insights Into Becoming an Engaged Project Scholar
2023 (English)In: Project Management Journal, ISSN 8756-9728, E-ISSN 1938-9507, Vol. 54, no 5, p. 467-473Article in journal, Editorial material (Other academic) Published
Place, publisher, year, edition, pages
SAGE PUBLICATIONS INC, 2023
Identifiers
urn:nbn:se:liu:diva-198669 (URN)10.1177/87569728231205636 (DOI)001077959100001 ()
Available from: 2023-10-23 Created: 2023-10-23 Last updated: 2024-10-10
Söderlund, J. (2021). Temporal ambiguities in large-scale projects. In: Gernot Grabher and Joachim Thiel (Ed.), Constructing Innovation: How Large-Scale Projects Drive Innovation in the Construction Industry. jovis Verlag GmbH
Open this publication in new window or tab >>Temporal ambiguities in large-scale projects
2021 (English)In: Constructing Innovation: How Large-Scale Projects Drive Innovation in the Construction Industry / [ed] Gernot Grabher and Joachim Thiel, jovis Verlag GmbH, 2021Chapter in book (Other academic)
Place, publisher, year, edition, pages
jovis Verlag GmbH, 2021
National Category
Construction Management
Identifiers
urn:nbn:se:liu:diva-203843 (URN)9783868596786 (ISBN)
Available from: 2024-05-28 Created: 2024-05-28 Last updated: 2024-10-25Bibliographically approved
Pantic-Dragisic, S. & Söderlund, J. (2020). Swift transition and knowledge cycling: Key capabilities for successful technical and engineering consulting?. Research Policy, 49(1), Article ID 103880.
Open this publication in new window or tab >>Swift transition and knowledge cycling: Key capabilities for successful technical and engineering consulting?
2020 (English)In: Research Policy, ISSN 0048-7333, E-ISSN 1873-7625, Vol. 49, no 1, article id 103880Article in journal (Refereed) Published
Abstract [en]

The organization of innovation labor is undergoing major changes in technology-based and engineering-intensive industries worldwide. Those changes reflect fluctuating market demands and increasing task uncertainty, and they are characterized by three related developments: externalization of the workforce, development of new types of employment relations, and greater use of technical consultants. These trends have led to the technical and engineering consulting (TEC) industry becoming a major player in the organization of innovation labor and thus also in the development and transfer of engineering knowledge. Determining what underlies the growth of this industry and the performance of TEC firms requires a better understanding of their nature and capabilities. Our paper builds on an in-depth case study—spanning multiple organizational levels and incorporating 50 interviews with a leading Scandinavian TEC firm's top managers, middle managers, consultant managers, individual consultants, and clients as well as field observations and diary studies. These data lead us to posit two central capabilities associated with innovation labor in technical and engineering consulting: swift transition and knowledge cycling. The interplay between these capabilities, each of which arises from interactions between the firm level and the individual level, seems crucial for the successful development, organization, and supply of innovation labor and engineering knowledge.

Place, publisher, year, edition, pages
Elsevier, 2020
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-197118 (URN)10.1016/j.respol.2019.103880 (DOI)000504512100029 ()2-s2.0-85074731449 (Scopus ID)
Funder
Swedish Research Council
Available from: 2023-08-24 Created: 2023-08-24 Last updated: 2025-02-07
Stjerne, I. S., Söderlund, J. & Minbaeva, D. (2019). Crossing times: Temporal boundary-spanning practices in interorganizational projects. International Journal of Project Management, 37(2), 347-365
Open this publication in new window or tab >>Crossing times: Temporal boundary-spanning practices in interorganizational projects
2019 (English)In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 37, no 2, p. 347-365Article in journal (Refereed) Published
Abstract [en]

This paper introduces the notion of "temporal boundary spanning" and highlights the key role of project management in resolving temporal tensions among partners participating in interorganizational projects (IOPs). The present study, which is based on data from 93 IOPs undertaken within a major change program, relies on in-depth, semi-structured interviews, observations, and detailed analyses of written documents and procedures from those IOPs. Based on the data, we inductively develop a practice-based theory that identifies three main practices (framing, synchronizing, hyping) used to resolve the central temporal tensions observed in the studied IOPs. In that respect, the paper offers novel insights into the role and practice of project management in IOPs. (C) 2018 Elsevier Ltd, APM and IPMA. All rights reserved.

Place, publisher, year, edition, pages
ELSEVIER SCI LTD, 2019
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-156107 (URN)10.1016/j.ijproman.2018.09.004 (DOI)000461843600009 ()
Note

Funding Agencies|Confederation of Danish Industry; program Strain Kwden; Brightline

Available from: 2019-04-03 Created: 2019-04-03 Last updated: 2019-04-03
Söderlund, J. & Sydow, J. (2019). Projects and institutions: towards understanding their mutual constitution and dynamics. International Journal of Project Management, 37(2), 259-268
Open this publication in new window or tab >>Projects and institutions: towards understanding their mutual constitution and dynamics
2019 (English)In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 37, no 2, p. 259-268Article in journal (Refereed) Published
Abstract [en]

Institutions are long-term and stabilizing mechanisms of social interaction that provide much of the groundwork for projects as temporary systems. Due to amassed change ambitions in contemporary projects, not least reflected in their increasing complexity, such systems to a greater extent revolve around processes of institutional change. This development sparks scholarly inquiries emphasizing the need for better understanding the linkages between projects and institutions, and how projects cope with and trigger institutional change. This introductory paper seeks to provide a background and backdrop to the study of the interlinkages between projects and institutions – to demonstrate how they are mutually constituting each other. However, this paper also points to various problems associated with them and the process in practice, and what problems require particular scholarly attention. Further, we discuss how the papers of this special issue inform a revised research agenda for the study of projects and institutions, and how they help us better understand some of the identified challenges.

Place, publisher, year, edition, pages
Elsevier, 2019
National Category
Economics and Business
Identifiers
urn:nbn:se:liu:diva-203846 (URN)10.1016/j.ijproman.2019.01.001 (DOI)000461843600003 ()2-s2.0-85060480953 (Scopus ID)
Available from: 2024-05-28 Created: 2024-05-28 Last updated: 2024-10-25Bibliographically approved
Bredin, K., Enberg, C., Niss, C. & Söderlund, J. (2017). Knowledge Integration at Work: Individual Project Competence in Agile Projects. In: Fredrik Tell, Christian Berggren, Stefano Brusoni, Andrew Van de Ven (Ed.), Managing Knowledge Integration Across Boundaries: (pp. 206-226). New York: Oxford University Press
Open this publication in new window or tab >>Knowledge Integration at Work: Individual Project Competence in Agile Projects
2017 (English)In: Managing Knowledge Integration Across Boundaries / [ed] Fredrik Tell, Christian Berggren, Stefano Brusoni, Andrew Van de Ven, New York: Oxford University Press, 2017, p. 206-226Chapter in book (Refereed)
Abstract [en]

This chapter addresses individual project competence as a key element in the process of knowledge integration in research and development projects. It argues for an individual and contextual turn in knowledge integration research based on two observations: that individuals play an increasingly important role in knowledge integration processes, and that knowledge integration processes change with new kinds of project contexts. Hence, it argues for a more fine-grained analysis of different kinds of project contexts. More particularly, requirements on individual project competence (for knowledge integration in traditional and agile projects respectively) are elicited. It is suggested that in a traditional project context, liminality competence, planning competence and a focus on swift socialization are needed, along with T-shaped skills. In an agile project context, on the other hand, flexibility competence, managerial competence and a focus on building long-term relations, together with M-shaped skills, are required.

Place, publisher, year, edition, pages
New York: Oxford University Press, 2017
Keywords
individual project competence, knowledge integration, traditional project, agile project, T-shaped skills, M-shaped skills
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-138119 (URN)10.1093/acprof:oso/9780198785972.003.0013 (DOI)978-0-19-878597-2 (ISBN)
Funder
Riksbankens Jubileumsfond
Available from: 2017-06-09 Created: 2017-06-09 Last updated: 2018-09-28Bibliographically approved
Bredin, K., Niss, C. & Söderlund, J. (2015). Specialist med bredd eller flerbent generalist: vad utmärker en kunskapsintegrerande projektmedlem?. In: Hans Andersson och 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 och Christian Berggren, Göteborg: Makadam Förlag, 2015, p. 72-83Chapter in book (Other academic)
Abstract [sv]

Att arbeta i projekt är vardag för många i dagens arbetsliv, framför allt i ingenjörstunga utvecklingsorganisationer där verksamheten nästan uteslutande organiseras i projektform. Utveckling och problemlösning sker genom att individer från olika kunskapsområden möts och brottas med problemen tillsammans. Genom integration av olika kunskapsområden utvecklas nya produkter, nya system, ny teknik – och ny kunskap genereras. I denna utveckling står kunskapsintegrerande individer i centrum. Tidigare forskning har belyst utmaningar med samarbete över kunskapsgränser, där till exempel studier av projektbaserat arbete framhävt de svårigheter som kan uppstå på grund av att projektarbete innebär tillfälliga uppdrag och tillfälliga samarbeten. Man har också försökt beskriva vilka förmågor som individer behöver utveckla utöver sitt specifika kunskapsområde för att bli effektiva kunskapsintegratörer. Våra forskningsresultat tyder på att olika typer av projektarbete också ställer olika krav på individernas kunskapsprofil. I spåren av nya former av projektorganisering väcks nya frågor kring djup specialistkunskap kontra bred generalistkunskap, och i detta kapitel ger vi en inblick i framväxande idéer om olika kunskapsprofiler hos kunskapsintegrerande individer.

Place, publisher, year, edition, pages
Göteborg: Makadam Förlag, 2015
Series
RJ:s skriftserie ; 6
Keywords
Projektarbete
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-124302 (URN)9789170611902 (ISBN)
Available from: 2016-01-26 Created: 2016-01-26 Last updated: 2019-01-28Bibliographically 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
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0002-2793-1716

Search in DiVA

Show all publications