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Bredin, K. (2023). HRM and Projectification: Moving Beyond the 'Project-Based Organization' Concept (1ed.). In: Mats Fred, Sebastian Godenhjelm (Ed.), Projectification of Organizations, Governance and Societies: Theoretical Perspectives and Empirical Implications (pp. 111-130). Cham: Palgrave Macmillan
Open this publication in new window or tab >>HRM and Projectification: Moving Beyond the 'Project-Based Organization' Concept
2023 (English)In: Projectification of Organizations, Governance and Societies: Theoretical Perspectives and Empirical Implications / [ed] Mats Fred, Sebastian Godenhjelm, Cham: Palgrave Macmillan, 2023, 1, p. 111-130Chapter in book (Other academic)
Abstract [en]

This chapter argues that the road forward for studies into human resource management (HRM) in an increasingly projectified landscape of work and organization is to move beyond the concept of ‘project-based organization’ that has dominated the stream of research. It discusses the limitations with the project-based organization concept for studies into HRM and suggests that we instead turn our focus to traits of work and organization that become accentuated by projectification. Drawing on previous research, a set of such traits are proposed: temporariness, cross-functionality, and blended workforce. The chapter uses empirical illustrations of three project workers and their project work settings to describe and discuss these traits, variations in their expressions, and how they affect central aspects of HRM. It contributes with a critical view of the dominantly project-based rhetoric in previous project management research on HRM and provides an alternative for future studies. It also contributes to the articulation of a set of salient traits that come with projectification and that are also game changers for HRM. Finally, the chapter highlights the need for HRM systems to be not only contextual but also inherently responsive to variations within and across organizations with regard to these traits.

Place, publisher, year, edition, pages
Cham: Palgrave Macmillan, 2023 Edition: 1
Keywords
HRM, human resource management, project, projectification, project-based, temporariness, cross-functional, blended workforce
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-196464 (URN)10.1007/978-3-031-30411-8 (DOI)9783031304101 (ISBN)9783031304118 (ISBN)
Available from: 2023-08-07 Created: 2023-08-07 Last updated: 2023-10-26Bibliographically 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
Enberg, C. & Bredin, K. (2015). Maintaining and developing disciplinary expertise in project-based organizations: a well-known problem with few solutions?. In: : . Paper presented at OLKC, Milan, 2015.
Open this publication in new window or tab >>Maintaining and developing disciplinary expertise in project-based organizations: a well-known problem with few solutions?
2015 (English)Conference paper, Oral presentation with published abstract (Refereed)
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-142198 (URN)
Conference
OLKC, Milan, 2015
Available from: 2017-10-23 Created: 2017-10-23 Last updated: 2017-11-17Bibliographically approved
Bredin, K. & Enberg, C. (2015). Solutions for sustained expertise in project-based organizations : Organizing for disciplinary leadership or disciplinary community. In: : . Paper presented at IRNOP Conference, London.
Open this publication in new window or tab >>Solutions for sustained expertise in project-based organizations : Organizing for disciplinary leadership or disciplinary community
2015 (English)Conference paper, Oral presentation only (Refereed)
Abstract [en]

A prerequisite for effective knowledge integration is access to differentiated and specialized knowledge bases. Knowledge integration often takes place in interdisciplinary project teams, where members spend most of their time working closely with members of opposing disciplinary domains in problem-solving processes. The disciplinary knowledge of individual team members is therefore key to the quality and outcome of the knowledge integration in organizations relying on interdisciplinary project work. This paper returns to a challenge well-described in previous research into project-based organizing, namely how to sustain and develop disciplinary expertise in the long run in an organization that promotes dispersal of disciplinary peers and an increased cross-learning across disciplines. So far, only a few studies have contributed to developing insights into how these challenges can be met, and how different organizational solutions might counteract the risks of losing disciplinary depth. Based on a comparative study of three cases, this study sets out to identify and analyze solutions that emerge in project-based organizations as a response to the challenge of sustaining and developing disciplinary expertise. The paper centers on structural solutions, and identifies two main types of expert structures that in different ways support disciplinary expertise: Expert structures for disciplinary leadership or for disciplinary community. These two types are further analyzed in relation to how they support disciplinary expertise.

National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-120552 (URN)
Conference
IRNOP Conference, London
Available from: 2015-08-14 Created: 2015-08-14 Last updated: 2015-09-14Bibliographically 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
Enberg, C. & Bredin, K. (2015). Sustaining and Developing Disciplinary Expertise in Project-based Organizations : Balanced and Integrated Solutions (1ed.). Newtown Square PA: Project Management Institute
Open this publication in new window or tab >>Sustaining and Developing Disciplinary Expertise in Project-based Organizations : Balanced and Integrated Solutions
2015 (English)Book (Refereed)
Abstract [en]

What different types of solutions for organizing disciplinary expertise have developed in project-based firms that rely extensively on interdisciplinary and co-located project teams?

In Sustaining and Developing Disciplinary Expertise in Project-Based Organizations: Balanced and Integrated Solutions, authors Cecilia Enberg and Karin Bredin explore the implications of this question by:

  • drawing on multiple works by experts in the field, as well as their own previous research;
  • undertaking case studies of three project-based tech companies with different organizational setups;
  • conducting interviews with both management and employees with diverse areas of expertise (including designers, programmers, and testing specialists);
  • recommending the most effective corporate approaches to developing and maintaining expertise among specialists in both cross-functional and single-discipline teams; and
  • offering their insight into areas where further research might be done.

Enberg and Bredin’s research bridges organizational management and human resource management using a framework to analyze both structural and activity-based solutions for the maintenance and development of disciplinary expertise. Managers, researchers, and disciplinary specialists alike will benefit from the case studies described and analyzed within these pages.

Place, publisher, year, edition, pages
Newtown Square PA: Project Management Institute, 2015. p. 165 Edition: 1
Keywords
Project management; Innovation and R&D;Interdisciplinary PM; Collaborative PM; Knowledge Management; Project organization
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-120550 (URN)978-16-2825-075-6 (ISBN)
Available from: 2015-08-14 Created: 2015-08-14 Last updated: 2015-09-07
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
Bredin, K. & Söderlund, J. (2013). Project managers and career models:: An explorative, comparative study. International Journal of Project Management, 31(6), 889-902
Open this publication in new window or tab >>Project managers and career models:: An explorative, comparative study
2013 (English)In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 31, no 6, p. 889-902Article in journal (Refereed) Published
Abstract [en]

Prior research has paid little attention to the careers and career models of project managers. This is troublesome for at least two reasons. First, project managers are becoming an increasingly important category of managers and today they constitute a major part of many organizations' leadership capability. Second, traditional literature on careers generally does not address project-based careers as a specific case in point, although this kind of career is unique in the sense that it is based on temporary assignments and lack of formal positions. The research presented in this paper identifies and explains patterns of similarities and differences among applied career models in ten large, mature project-intensive firms in Sweden. The paper identifies a number of factors that seem to be critical for the design of career models for project managers, including the number of levels, the complexity of assignments, and the degree of formal requirements. The paper also outlines two archetypes of career models applied by the firms under study: the competence strategy model and the talent management model.

Place, publisher, year, edition, pages
Elsevier, 2013
Keywords
Career; Career model; Project manager
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-101184 (URN)10.1016/j.ijproman.2012.11.010 (DOI)000321418300009 ()
Available from: 2013-11-19 Created: 2013-11-19 Last updated: 2017-12-06Bibliographically approved
Bredin, K. & Söderlund, J. (2012). HRM och styrning: kollektiv styrning i det projektbaserade företaget. In: Jonas Söderlund, Fredrik Tell (Ed.), Styrning: med projekt och kunskap i fokus (pp. 263-289). Lund: Studentlitteratur
Open this publication in new window or tab >>HRM och styrning: kollektiv styrning i det projektbaserade företaget
2012 (Swedish)In: Styrning: med projekt och kunskap i fokus / [ed] Jonas Söderlund, Fredrik Tell, Lund: Studentlitteratur, 2012, p. 263-289Chapter in book (Other academic)
Place, publisher, year, edition, pages
Lund: Studentlitteratur, 2012
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-97322 (URN)9144081685 (ISBN)9789144081687 (ISBN)
Available from: 2013-09-09 Created: 2013-09-09 Last updated: 2015-09-22Bibliographically approved
Bredin, K. & Söderlund, J. (2011). Exploring the careers of project managers: Contrasting career models in Swedish project-oriented firms. In: : . Paper presented at VIII International Workshop on HRM. Seville, Spain
Open this publication in new window or tab >>Exploring the careers of project managers: Contrasting career models in Swedish project-oriented firms
2011 (English)Conference paper, Published paper (Refereed)
Place, publisher, year, edition, pages
Seville, Spain: , 2011
National Category
Business Administration Business Administration
Identifiers
urn:nbn:se:liu:diva-74725 (URN)
Conference
VIII International Workshop on HRM
Available from: 2012-02-06 Created: 2012-02-06 Last updated: 2015-09-22
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0002-2918-2341

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