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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, 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
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
Bredin, K. & Söderlund, J. (2011). Human resource management in project-based organizations: the HR quadriad framework. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan
Open this publication in new window or tab >>Human resource management in project-based organizations: the HR quadriad framework
2011 (English)Book (Other academic)
Abstract [en]

In many companies today, people spend most of their time working in various types of projects. This book addresses the important question of what this means for the management of human resources at the operational level in the firm. The authors address questions such as: How do first-line managers handle their HR responsibilities when people work in co-located project teams most of the time? What role do project managers have in performing HRM activities? What strategies do individual project workers use to manage their own development while moving from project to project? And, what role do HR specialists have in adding value to the HRM system where operative HRM is really performed?

This book summarizes empirical research in a number of industries and firms, most notably in engineering and development contexts. The authors introduce a framework for HRM – the HR quadriad – that expands traditional views on the important relationships that are at the core for HRM activities at the operational level. The framework builds on the idea that HRM is carried out in interplay among four actors in the organization, namely line managers, project managers, individual workers and HR specialists. Accordingly, it seeks to identify the major challenges for each one of these players and illustrates the value of the framework to explain how some of the world's leading companies have responded to these challenges.

Place, publisher, year, edition, pages
Houndmills, Basingstoke, Hampshire: Palgrave Macmillan, 2011. p. 238
Keywords
Personnel management, Project management, Personaladministration, Projektadministration
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-97321 (URN)10.1057/9780230297517 (DOI)9780230231900 (ISBN)
Available from: 2013-09-09 Created: 2013-09-09 Last updated: 2016-04-26Bibliographically approved
Söderlund, J., Bredin, K. & Borg, E. (2011). Managing and organizing human resources in a project-based economy: The role of technical consultancy. In: : . Paper presented at The EURAM Annual Conference. Tallin, Estonia
Open this publication in new window or tab >>Managing and organizing human resources in a project-based economy: The role of technical consultancy
2011 (English)Conference paper, Published paper (Refereed)
Place, publisher, year, edition, pages
Tallin, Estonia: , 2011
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-114305 (URN)
Conference
The EURAM Annual Conference
Available from: 2015-02-17 Created: 2015-02-17 Last updated: 2015-09-22Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0002-2918-2341

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