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  • 1.
    Antoni, Marc
    Linköpings universitet, Institutionen för konstruktions- och produktionsteknik, Kvalitetsteknik. Linköpings universitet, Tekniska högskolan.
    Inter-project learning: a quality perspective2000Licentiatavhandling, monografi (Annet vitenskapelig)
    Abstract [en]

    The development of most sectors in Western economies goes towards a more flexible, project-oriented way of doing business. However, the vast majority of projects exceed their planned budget in terms of time, financial resources and other resources. In companies, which organize work in the form of projects, reinventions of the wheel can also often be observed. One reason for problems of project management is learning deficiencies. Most projects have repetitive components, which make an institutionalization of them useful. However, any formalization should be seen in a balanced relation to the renewal potential of projects.

    The research presented in this thesis aims to gain insight into enabling factors of Inter-Project Learning. This aim is pursued via theoretical literature studies and the study of organizations. The thesis consists of a frame and four papers covering different aspects of Inter-Project Learning. The areas discussed in the frame and the papers are Project Management, Profound Knowledge. Organizational Learning and Process Management.

    In the literature it was found that Inter-Project Learning is usually not planned for, which is supported by empirical evidence. Inter-Project Learning activities partly gave the impression of being seen as pleasant side effects. A central challenge for Inter-Project Learning is the understanding and perception of time in projects, since members of a temporary organization have partly other goals than members of the permanent parental organization. Deming's concept of Profound Knowledge was found to be one useful way of achieving a better understanding of the problems surrounding Inter-Project Learning.

    Experience from projects can be preserved in a process organization supporting Inter-Project Learning. However, it was found that the relation between both project and process organization, as well as between project manager and process owner, in practice is often unclear, which can lead to problems.

    Furthermore. a distinction of forms supporting Inter-Project Learning in codification and personalization forms was found to be convenient. These should not be understood as mutually exclusive approaches, but rather as a choice of emphasis. Empirical data suggest that the choice of emphasis is not a static one, but can shift over time.

    Apart of the findings have been combined in a tentative model for Inter­Project Learning, which shall function as a basis for further discussion. improvement and research.

  • 2.
    Antoni, Marc
    et al.
    Linköpings universitet, Institutionen för konstruktions- och produktionsteknik.
    Forsberg, Torbjörn
    Nilsson, Lars
    Linköpings universitet, Tekniska högskolan. Linköpings universitet, Institutionen för konstruktions- och produktionsteknik, Energisystem.
    Process orientation: the Swedish experience1999Inngår i: Total Quality Management and Business Excellence, ISSN 1478-3363, E-ISSN 1478-3371, Vol. 10, nr 45, s. 540-547Artikkel i tidsskrift (Annet vitenskapelig)
  • 3.
    Poksinska, Bozena
    et al.
    Linköpings universitet, Tekniska högskolan. Linköpings universitet, Institutionen för ekonomisk och industriell utveckling, Kvalitetsteknik.
    Dahlgaard, Jens Jörn
    Linköpings universitet, Tekniska högskolan. Linköpings universitet, Institutionen för ekonomisk och industriell utveckling, Kvalitetsteknik.
    Antoni, Marc
    Linköpings universitet, Tekniska högskolan. Linköpings universitet, Institutionen för konstruktions- och produktionsteknik.
    The state of ISO 9000 certification: A study of Swedish organizations2002Inngår i: TQM Magazine, ISSN 0954-478X, E-ISSN 1758-6887, Vol. 14, nr 5, s. 297-306Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    It seems today to be an indisputable fact that ISO 9000 is a powerful instrument, which cannot be disregarded. It is, far and away, the most influential initiative that grew from the quality movement of the late 1980s. This paper contains an evaluation of results from a survey on ISO 9000 certified companies and aims to present some aspects of the current state of the standard in Swedish industry. This study is focused on motives for implementation, perceived benefits and key implementation factors. The predominant reasons identified for seeking certification were the desire to improve corporate image and quality. Like many previous studies this study underlines the need for management commitment and participation. The very important conclusion drawn from this survey is that the motivation for certification may influence the performance of ISO 9000. The overall benefits which the companies gain from the standard showed dependence on the motivation which initiated the drive for the certification.

  • 4.
    Sense, A.J.
    et al.
    Ctr. Change Mgmt. within Dept. Mgmt., Faculty of Commerce, Wollongong University, Wollongong, Australia.
    Antoni, Marc
    Linköpings universitet, Tekniska högskolan. Linköpings universitet, Institutionen för konstruktions- och produktionsteknik.
    Exploring the politics of project learning2003Inngår i: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 21, nr 7, s. 487-494Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    Competitive advantage for project success will only be realized when project team members effectively access, absorb and apply the multiple learning opportunities that exist within and across projects and, manage the political dimension effectively. These items as individual entities are important project variables to be addressed. Both are also linked. In making a contribution to understanding this nexus, this paper combines and explores case study research findings from 'within a project' and 'across projects' from two countries, which illuminates some 'central agitators' of politics impacting project learning. These revelations have implications for both practitioners and project management researchers. © 2003 Elsevier Ltd and IPMA. All rights reserved.

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