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  • 1.
    Ahlström, Magnus
    et al.
    Saab AB.
    Söderlund, Jonas
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Business Administration.
    Utbildning om och i ett projekt2003In: I teori och praktik, Linköping: CUP, LiUTryck , 2003Chapter in book (Other academic)
  • 2.
    Andersen, E. S.
    et al.
    BI Norwegian School of Management, Oslo, Norway.
    Söderlund, Jonas
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences. BI Norwegian School of Management, Oslo, Norway.
    Vaagaasar, A.
    BI Norwegian School of Management, Oslo, Norway.
    Projects and politics: exploring the duality between action and politics in complex projects2010In: International Journal of Management and Decision Making, ISSN 1462-4621, E-ISSN 1741-5187, Vol. 11, no 2, p. 121-139Article in journal (Refereed)
    Abstract [en]

    Traditional research and literature on project management and organisation theory tend to view project organisations as non-political bodies and purely action-oriented endeavours. In contrast, this paper presents an alternative analysis drawing on the idea of projects as political and emergent processes. Based on in-depth, case-study findings of a complex development and implementation project, we suggest an analytical framework that focuses on the interrelatedness of action and political processes and which explains how project management deals with the two processes simultaneously. We identify and analyse three separate but nested organisational logics applied by the project management team to cope with the dual challenges of politics and action. The general idea is to illustrate the notion of projects as emergent processes involving both politics and action. The three logics are: 1) balancing openness and closure; 2) reformulating tasks to seek solutions; 3) relating to improve action capacity. Our findings add to the literature on the role and practice of project management in complex projects that entail both stakeholder and technological challenges.

  • 3. Andersen, E.
    et al.
    Söderlund, Jonas
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Business Administration.
    Vaagaasar, A.
    Projects, politics and practice; organizing complex development processes2006In: EIASM Conference Making project critical,2006, 2006Conference paper (Refereed)
    Abstract [en]

      

  • 4.
    Berggren, Christian
    et al.
    Linköping University, Department of Management and Engineering, Project Innovations and Entrepreneurship. Linköping University, The Institute of Technology.
    Bergek, Anna
    Linköping University, Department of Management and Engineering, Project Innovations and Entrepreneurship. Linköping University, The Institute of Technology.
    Bengtsson, Lars
    Högskolan i Gävle.
    Söderlund, Jonas
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences. BI Norwegian School of Management, Oslo, Norway.
    Exploring Knowledge Integration and Innovation2011In: Knowledge integration and innovation: critical challenges facing international technology-based firms / [ed] Christian Berggren, Anna Bergek, Lars Bengtsson, Michael Hobday, Jonas Söderlund, Oxford: Oxford University Press , 2011, p. 228-245Chapter in book (Other academic)
    Abstract [en]

    Technology-based firms continue to compete primarily on innovation, and are continuously required to present new solutions to an exacting market. As technological complexity and specialization intensifies, firms increasingly need to integrate and co-ordinate knowledge by means of project groups, diversified organizations, inter-organizational partnerships, and strategic alliances. Innovation processes have progressively become interdisciplinary, collaborative, inter-organizational, and international, and a firm's ability to synthesize knowledge across disciplines, organizations, and geographical locations has a major influence on its viability and success.This book demonstrates how knowledge integration is crucial in facilitating innovation within modern firms. It provides original, detailed empirical studies of prerequisites, mechanisms, and outcomes of knowledge integration processes on several organizational levels, from key individuals, projects, and internal organizations, to collaboration between firms. It stresses the need to understand knowledge integration as a multi-level phenomenon, which requires a broad repertoire of organizational and technical means. It further clarifies the need for strong internal capabilities for exploiting external knowledge, reveals how costs of knowledge integration affect outcomes and strategic decisions, and discusses the managerial implications of fostering knowledge integration, providing practical guidance and support for managers of knowledge integration in

  • 5.
    Berggren, Christian
    et al.
    Linköping University, Department of Management and Engineering, Project Innovations and Entrepreneurship. Linköping University, The Institute of Technology.
    Bergek, AnnaLinköping University, Department of Management and Engineering, Project Innovations and Entrepreneurship. Linköping University, The Institute of Technology.Bengtsson, LarsAvdelningen för Industriell utveckling, IT och Samhällsbyggnad, Akademin för teknik och miljö, Högskolan i Gävle, Gävle.Söderlund, JonasLinköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.Hobday, MikeResearch & Knowledge Transfer, Brighton Business School , University of Sussex, Brighton, UK.
    Knowledge Integration and Innovation: Critical Challenges Facing International Technology-based Firms2011Collection (editor) (Other academic)
    Abstract [en]

    Technology-based firms continue to compete primarily on innovation, and one continuously required to present new solutions to an exacting market. As technological complexity and specialization intensifies, firms increasingly need to integrate and coordinate knowledge by means of project groups, diversified organizations, inter-organizational partnerships, and strategic alliances. Innovation processes have progressively become interdisciplinary, collaborative, inter-organizational, and international, and a firm's ability to synthesize knowledge across disciplines, organizations, and geographical locations has a major influence on its viability and success.

    This book demonstrates how knowledge integration is crucial in facilitating innovation within modern firms. This book provides original, detailed empirical studies of prerequisites, mechanisms, and outcomes of knowledge integration processes on several organizational levels, from key individuals, projects, and internal organizations, to collaboration between firms. It stresses the need to understand knowledge integration as a multi-level phenomenon, which requires a broad repertoire of organizational and technical means. It further clarifies the need for strong internal capabilities for exploiting external knowledge, reveals how costs of knowledge integration affect outcomes and strategic decisions, and discusses the managerial implications of fostering knowledge integration, providing practical guidance and support for managers of knowledge integration in high technology enterprises.

  • 6.
    Berggren, Christian
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering, Project management, Innovations and Entrepreneurship .
    Järkvik, J.
    Söderlund, Jonas
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Engineering, Business Administration .
    Lagomizing, organic integration, and systems emergency wards, and the practice of project management2008In: PMI Research Conference,2008, 2008Conference paper (Refereed)
  • 7.
    Berggren, Christian
    et al.
    Linköping University, Department of Management and Engineering, Project management, Innovations and Entrepreneurship . Linköping University, The Institute of Technology.
    Järkvik, Jack
    Linköping University, Department of Management and Engineering. Linköping University, The Institute of Technology. Jack Järkvik Management AB, Stockholm, Sweden.
    Söderlund, Jonas
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences. BI Norwegian School of Management, Oslo, Norway.
    Lagomizing, organic integration, and systems emergency wards: Innovative practices in managing complex systems development projects2008In: Project Management Journal, ISSN 8756-9728, E-ISSN 1938-9507, Vol. 39, no S1, p. S111-S122Article in journal (Refereed)
    Abstract [en]

    In complex systems development, project management is a key factor for innovation, for bringing together system capabilities to actually working systems and taking them to the customer. The critical question then is: How can successful project management in this field be conceptualized, practiced, and understood? In the extant literature, there is a plethora of suggested tools for advanced planning and scheduling, for system decomposition and modularization, and for reducing interdependencies and avoiding errors. There is also a growing criticism of these “planning approaches,” suggesting various contingency and flexibility approaches, to reflect and adapt to complexity and change. This critique, however, tends to lack grounded suggestions for effective managerial practices and does not distinguish between general flexibility needs and specific project structures required to make complex systems development at all possible. This article centers on the development of large, complex systems with an empirical focus on the telecom industry. Key challenges here, it is argued, are to understand complexity, reduce complexity, and rapidly act on the consequences of complexity to ensure timely delivery of reliable and predictable systems to highly demanding customers. To cope with these challenges, a set of innovative practices has been developed within Ericsson, a world leader in mobile network systems. We focus on three such practices, which together represent examples of a “neo-realistic” approach to project management: (1) lagomizing, a top-down redefinition of project goals to reduce complexity and transform expectations; (2) organic integration, an articulation and visualization of a shared understanding of system capabilities; and (3) Systemakut, the Systems Emergency Ward, a real-time, high-visibility agora for managing integration, handling errors, and making swift decisions and in public. The study is based on a research methodology involving knowledge coproduction, where the team of authors represents both academic knowledge and practitioner experience of managing innovations in complex systems development projects.

  • 8.
    Berggren, Christian
    et al.
    Linköping University, Department of Management and Engineering, Project management, Innovations and Entrepreneurship . Linköping University, The Institute of Technology.
    Söderlund, Jonas
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Management Education for Practicing Managers: Combining Academic Rigor With Personal Change and Organizational Action2011In: Journal of Management Education, ISSN 1052-5629, E-ISSN 1552-6658, Vol. 35, no 3, p. 377-405Article in journal (Refereed)
    Abstract [en]

    For several decades, management educators have discussed the difficulty of accommodating the competing values of academic rigor and organizational relevance. Only a few articles, however, consider approaches for integrating theory and practice in educational programs for working managers. Building on 15 years of experience in executive education, this article presents an approach grounded in experiential and action learning, which combines personal learning and organizational action without compromising academic standards. The following educational practices are discussed and evaluated: reflection reports, personal learning contracts, roundtable examinations, live cases, action-oriented thesis work, and organizational knowledge theaters. Taken together, the approach constitutes a powerful program design to address multiple learning loci and combinations of reflection and action, albeit one with considerable challenges and difficulties, as the authors discuss.

  • 9.
    Berggren, Christian
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering, Project management, Innovations and Entrepreneurship .
    Söderlund, Jonas
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Engineering, Business Administration .
    Management Education in a Mode 2-Society: Knowledge Co-Production and In-Vivo Implementation2007In: INTED 2007 Conference,2007, 2007Conference paper (Refereed)
  • 10.
    Berggren, Christian
    et al.
    Linköping University, Department of Management and Engineering, Project management, Innovations and Entrepreneurship . Linköping University, The Institute of Technology.
    Söderlund, Jonas
    BI Norwegian School of Management, Oslo, Norway.
    Principles for ‘Engaged Management Education’: Designing Education Programs for Practicing Project Managers2011Conference paper (Other academic)
    Abstract [en]

    For many years, scholars have criticized managementeducation for its lack of connection to real business problemsand disinterest in deep personal learning. Several recentcontributions address the need for reflexive approaches toalign subject learning with development of self-awarenessand purpose. Few papers, however, discuss approaches forintegrating theory and practice in programs for practicingmanagers. As a response to this lacuna, this paper discusses asocial action-oriented twist of experiential learning, drawing onideas of knowledge co-production and engaged scholarship, tobridge the ”knowing-doing gap”. The paper is based on morethan ten years’ of experience with various customized programsfor practicing managers that have been developed with a selectgroup of world-leading Swedish-based firms in such industriesas aerospace, automotive and telecom systems. The paperpresents six practices intended to combine personal learningwith organizational action, however without compromisingacademic standards. The paper concludes with an agenda ofcore principles for building engaged management educationwhere knowledge co-production is the underlying pedagogicalphilosophy. The agenda is viewed as particularly relevant forprograms in project management that are carried out in closepartnership with sponsoring organizations – a market segmentof great importance to many business and engineering schoolsinvolved in project management.

  • 11.
    Berggren, Christian
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering, Project management, Innovations and Entrepreneurship .
    Söderlund, Jonas
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Engineering, Business Administration .
    Rethinking Project Management Education: Responding to the Challenges of a Mode 2-Society2007In: Project Management Conference: Excellence in Teaching and Learning,2007, 2007Conference paper (Refereed)
    Abstract [en]

      

  • 12.
    Berggren, Christian
    et al.
    Linköping University, Department of Management and Engineering, Project management, Innovations and Entrepreneurship . Linköping University, The Institute of Technology.
    Söderlund, Jonas
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences. BI Norwegian School of Management, Norway.
    Rethinking project management education: Social twists and knowledge co-production2008In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 26, no 3, p. 286-296Article in journal (Refereed)
    Abstract [en]

    Projects play an important role in modern enterprises, not only as arenas for corporate renewal and capability integration, but also for the development of leadership capacity. As a consequence, the area of project management is becoming increasingly important for universities and management educators. Previous research and reports, however, have given severe critique to much of the project management education for its lack of relevance and rigor - but offered surprisingly little guidance as to what to do to deal with the problems. In this paper, our aim is to contribute to the current debate about project management education for practicing managers. We draw on more than ten years of experience from two senior-level education programs to show how educational practices can be developed to stimulate knowledge co-production between practitioners and academia. We suggest a model based on a "social twist" of experiential learning theory and discuss six learning modes of how to rejuvenate, stretch and improve project management education.

  • 13.
    Berggren, Christian
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics.
    Söderlund, Jonas
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Business Administration.
    Anderson, Christian
    Clients, contractors, and consultants - The consequences of organizational fragmentation in contemporary project environments2001In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 32, no No. 3, p. 39-48Article in journal (Refereed)
  • 14.
    Berggren, Christian
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics.
    Söderlund, Jonas
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Business Administration.
    Andersson, Christian
    Projekt utan partnerskap: om kunder konsulter och leverantörer i stora engångsprojekt2001In: Projekt: Organisation för målorientering och lärande / [ed] Christian Berggren, Lars Lindkvist, Lund: Studentlitteratur , 2001, 1, p. 202-219Chapter in book (Other academic)
    Abstract [sv]

       Svenska industriföretag, tjänsteföretag och offentliga organisationer väljer i allt högre utsträckning att bedriva verksamhet i projektform. Projektet som arbetsform har gått från att ha varit något av en undantagslösning för unika insatser till att idag framstå som en ”grundbult” i sättet att organisera stora delar av verksamheten inom företag och organisationer. Därmed har också behovet av kunskaper om projektstyrning och projektorganisation ökat dramatiskt. I denna bok behandlas ledning, organisering och lärande i olika typer av projekt. Genom att boken tydligt tar sin utgångspunkt i konkreta fallbeskrivningar och kopplar dessa till aktuell organisations- och projektforskning, lämpar den sig som lärobok på projekt- och organisationskurser inom ekonom-, ingenjörs-, civilingenjörs- och systemvetarutbildningar vid universitet och högskolor. Den är också väl lämpad att användas som kursbok i företagsintern vidareutbildning, och på universitetens externa kurser och ledarskapsprogram. Boken är även intressant för var och en som på egen hand vill fundera över projektorganisationens för- och nackdelar.

  • 15.
    Borg, Elisabeth
    et al.
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Bredin, Karin
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Söderlund, Jonas
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences. BI Norwegian School of Management, Oslo Norway.
    Understanding the challenges of HRM in project-based organisations: A study of 'Liminality Problems' and Coping Strategies in advanced engineering.2009Conference paper (Refereed)
  • 16.
    Borg, Elisabeth
    et al.
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Söderlund, Jonas
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Dealing with Work Liminality, Developing Liminality Competence: An Interpretative Study of Mobile Project Workers in Advanced EngineeringManuscript (preprint) (Other academic)
    Abstract [en]

    This research focuses on individuals who are highly affected by the ongoing ‘flexibilization’ of work, namely mobile project workers. These workers are temporarily hired to take part in high-tech projects together with both employees in the client’s organizations and other technical consultants. Since they are affected by both structural and manpower-related flexibilization, their situation can be denoted as one of liminality; characterized by temporality, ambiguity and unclear loyalties. This interpretative study, based on diary entries and interviews, takes on a holistic view on how mobile project workers perceive their work and it furthermore identifies specific competencies they develop to deal with work liminality. The study suggests there are three primary liminality conceptions that mobile project workers hold and that the three conceptions exhibit varying degrees of liminality competence.

  • 17.
    Borg, Elisabeth
    et al.
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Söderlund, Jonas
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences. BI Norwegian School of Management, Oslo, Norway.
    Ingenjörer i gränslandet: ingenjörskunnande, kompetenta teknikkonsulter och liminalitetskompetens2012In: Management of Innovation and Technology, ISSN 2001-208X, no 2, p. 5-7Article in journal (Other (popular science, discussion, etc.))
    Abstract [sv]

    Vad krävs för att lyckas som teknikkonsult? Vilken typ av kunskap krävs? Vad skiljer de bra teknikkonsulterna från de mindre bra? Det är några av frågorna som diskuteras i denna artikel.

  • 18.
    Borg, Elisabeth
    et al.
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Söderlund, Jonas
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences. BI Norwegian Business School, Oslo, Norway.
    Moving in, moving on: liminality practices in project-based work2014In: Employee relations, ISSN 0142-5455, E-ISSN 1758-7069, Vol. 36, no 2, p. 182-197Article in journal (Refereed)
    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.

  • 19.
    Borg, Elisabeth
    et al.
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Söderlund, Jonas
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences. BI Norwegian School of Management, Oslo, Norway.
    Styrning i gränslandet: teknikkonsulter och konflikterande styrningslogiker2012In: Styrning: med projekt och kunskap i fokus / [ed] J. Söderlund & F. Tell, Lund: Studentlitteratur, 2012, p. 291-311Chapter in book (Other academic)
  • 20.
    Borg, Elisabeth
    et al.
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Söderlund, Jonas
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences. BI Norwegian School of Management, Oslo Norway.
    Bredin, Karin
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Where to next? Human Resource Management in Project-based Firms.2010Conference paper (Other academic)
  • 21. Brady, T
    et al.
    Söderlund, Jonas
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Engineering, Business Administration .
    Special Issue on Projects in Innovation, Innovation i Projects2008In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 26, no 5Article in journal (Refereed)
  • 22.
    Brady, Tim
    et al.
    Brighton University, UK.
    Söderlund, Jonas
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences. BI Norwegian School of Management, Oslo, Norway.
    Projects in innovation, innovation in projects: selected papers from the IRNOP VIII conference2008In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 26, no 5, p. 465-468Article in journal (Other academic)
  • 23.
    Bredin, Karin
    et al.
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Enberg, Cecilia
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Niss, Camilla
    Högskolan i Gävle, Akademin för teknik och miljö, Avdelningen för industriell utveckling, IT och samhällsbyggnad, Centrum för Logistik och Innovativ Produktion .
    Söderlund, Jonas
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Knowledge Integration at Work: Individual Project Competence in Agile Projects2017In: 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.

  • 24.
    Bredin, Karin
    et al.
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Niss, Camilla
    Högskolan i Gävle.
    Söderlund, Jonas
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Specialist med bredd eller flerbent generalist: vad utmärker en kunskapsintegrerande projektmedlem?2015In: 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)
  • 25.
    Bredin, Karin
    et al.
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Söderlund, Jonas
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences. BI Norwegian School of Management, Oslo Norway.
    Exploring the careers of project managers: Contrasting career models in Swedish project-oriented firms2011Conference paper (Refereed)
  • 26.
    Bredin, Karin
    et al.
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Söderlund, Jonas
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Fit for purpose?: Designing HR organisations and HR departments in project-based organisations2010In: International Journal of Human Resources Development and Management, ISSN 1465-6612, E-ISSN 1741-5160, Vol. 10, no 4, p. 327-361Article in journal (Refereed)
    Abstract [en]

    This paper makes three contributions: 1) it suggests a conceptual separation between HR organisation and HR departments to better comprehend the challenges facing HRM in project-based firms, 2) it identifies two configurations of HR departments to advance the comparative analysis across project-based organisations, and 3) it offers a model and a set of propositions to determine the organisational conditions influencing the design of the HR organisation and the HR department. The paper emphasises the importance of the character of functional coordination and type of project participation for the design of the HR organisation and HR department.

  • 27.
    Bredin, Karin
    et al.
    Linköping University, Department of Management and Engineering, Business Administration . Linköping University, Faculty of Arts and Sciences.
    Söderlund, Jonas
    Linköping University, Department of Management and Engineering, Business Administration . Linköping University, Faculty of Arts and Sciences.
    HRM and project intensification in R&D-based companies: A study of Volvo Car Corporation and AstraZeneca2006In: R & D Management, ISSN 0033-6807, Vol. 36, no 5, p. 467-485Article in journal (Refereed)
    Abstract [en]

    Projects have become the standard mode of organising R&D activities. The main focus of this paper is to analyse the relationship between the project operations of the R&D-based firm and its Human Resource Management (HRM). This paper draws on a comparative case study of AstraZeneca and Volvo Car Corporation. It is argued that the project intensification currently under way has some important structural and content effects on the HRM practice of the firms. As to the content effects, we identify five critical areas within the HRM practice where special attention is needed due to project intensification. As to the structural effects, we identify two separate logics for HR specialists: the HR-based logic and the task-based logic. These logics give new knowledge about the design of the HR organisation and how the HR departmental structures should be adapted in a project-intensive setting. The case studies also illustrate three alternative roles for line managers when they assume increased HR responsibility.

  • 28.
    Bredin, Karin
    et al.
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Söderlund, Jonas
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences. BI Norwegian School of Management, Oslo, Norway.
    HRM och styrning: kollektiv styrning i det projektbaserade företaget2012In: Styrning: med projekt och kunskap i fokus / [ed] Jonas Söderlund, Fredrik Tell, Lund: Studentlitteratur, 2012, p. 263-289Chapter in book (Other academic)
  • 29.
    Bredin, Karin
    et al.
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Söderlund, Jonas
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences. BI Norwegian School of Management, Oslo, Norway.
    Human resource management in project-based organizations: the HR quadriad framework2011Book (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.

  • 30.
    Bredin, Karin
    et al.
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Business Administration.
    Söderlund, Jonas
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Business Administration.
    Human resource management in projectified firms: organization and logics2004In: EIASM Conference on Strategic Human Resources Management, HEC,2004, Bryssel: EIASM , 2004Conference paper (Refereed)
  • 31.
    Bredin, Karin
    et al.
    Linköping University, Department of Management and Economics, Business Administration.
    Söderlund, Jonas
    Linköping University, Department of Management and Economics, Business Administration.
    Human resource management in R&D units: a study of Volvo Car Corporation and AstraZeneca2004Conference paper (Refereed)
  • 32.
    Bredin, Karin
    et al.
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics.
    Söderlund, Jonas
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics.
    Human Resources Management in Projectified Firms: Changes and Challenges2004In: IFSAM Conference,2004, 2004Conference paper (Other academic)
  • 33.
    Bredin, Karin
    et al.
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Söderlund, Jonas
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences. BI Norwegian School of Management, Oslo Norway.
    Leading and Managing Projects: Insights from the HR Quadriad.2014In: 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.

  • 34.
    Bredin, Karin
    et al.
    Linköping University, Department of Management and Engineering, Business Administration . Linköping University, Faculty of Arts and Sciences.
    Söderlund, Jonas
    Linköping University, Department of Management and Engineering, Business Administration . Linköping University, Faculty of Arts and Sciences.
    New roles in the projectified firm: The professional Human Resource Agent2005In: V Workshop on Human Resource Management, Seville. Spain, 2005Conference paper (Refereed)
  • 35.
    Bredin, Karin
    et al.
    Linköping University, Department of Management and Engineering, Business Administration . Linköping University, Faculty of Arts and Sciences.
    Söderlund, Jonas
    Linköping University, Department of Management and Engineering, Business Administration . Linköping University, Faculty of Arts and Sciences.
    Perspectives on Human Resource Management: An explorative study of the consequences of projectification in four firms2006In: International Journal of Human Resources Development and Management, ISSN 1465-6612, Vol. 6, no 1, p. 92-113Article in journal (Refereed)
    Abstract [en]

    Various forms of project-based organisational structures are on the rise. A number of recent empirical studies have emphasised the important role of Human Resource Management (HRM) in the understanding of the modern projectified firm. However, previous research has not analysed in any greater detail what implications projectification have for HRM. In our attempt to contribute to the intersection between project-based firms and human resource management, this paper zeros in on the challenges facing HRM in four large Swedish firms. We address the following questions: How has HRM changed due to the increasing projectification observed in the firms under study? What are the major challenges to the HRM practice observed in the case studies? We suggest a four-perspective model for the analysis of the identified changes of, and challenges for, current HRM practice. The perspectives include competence, trust, change and individuals. Based on these perspectives, we identify some key questions for HRM and suggest an analytical framework for the analysis of the change of HRM and the new roles of HRM given the increased projectification observed in the case-study companies.

  • 36.
    Bredin, Karin
    et al.
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Business Administration.
    Söderlund, Jonas
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Business Administration.
    Perspektiv å HRM: Organisering för framgångsrik projektverksamhet2005In: Management of technology / IMIT - Institute for Management of Innovation and Technology, ISSN 1102-5581, Vol. 3, no 9Article in journal (Other academic)
  • 37.
    Bredin, Karin
    et al.
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Söderlund, Jonas
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences. BI Norwegian School of Management, Oslo, Norway.
    Project managers and career models:: An explorative, comparative study2013In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 31, no 6, p. 889-902Article in journal (Refereed)
    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.

  • 38.
    Bredin, Karin
    et al.
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Söderlund, Jonas
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Reconceptualising line management in project-based organisations: The case of competence coaches at Tetra Pak2007In: Personnel review, ISSN 0048-3486, E-ISSN 1758-6933, Vol. 36, no 5, p. 815-833Article in journal (Refereed)
    Abstract [en]

    Purpose: The aim of the article is to analyse HR devolution from HR departments to the line. Two important problems are addressed. The first problem concerns the disregard for the changes in line management that comes with HR devolution. The second problem addressed deals with the lack of studies of organisational contingencies.

    Design/methodolgy/approach: The paper presents and analyses an in-depth case study of a radically projected firm within the Tetra Park group where a new HR-oriented management role has been created to replace the traditional line management role. Based on the case study findings, the paper elaborates on the new approach to line management and how a new management role is moulded in the context of project-based organisations.

    Findings: Based on literature studies, the paper identifies four key challenges for HRM in project-based organisations that are critical for the development of the new approach to line management in such settings. Based on case study observations, it analyses the creation of a new management role – the so called “competence coach” – in project-based organisation within the Tetra Park group. It argues that the new approach adopted points to the need of breaking out of traditional conceptions of line management, and of developing the concept of an HR-oriented management role that is a legitimate player in the HR organisation of a firm.

    Originality/value: The paper provides a rich case description of a project-based firm in a HRM perspective. The descriptions and the analysis give practical as well as theoretical implications of HRM issues that arise in project-based firms, and of changes in line management as a way of developing the capabilities to handle these issues.

  • 39.
    Bredin, Karin
    et al.
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Business Administration.
    Söderlund, Jonas
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Business Administration.
    Svenska Projekts Forskningsöversikt 2003: Aktuell forskning i projektledning och projektorganisation2003Report (Other academic)
  • 40.
    Bredin, Karin
    et al.
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Business Administration.
    Söderlund, Jonas
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Business Administration.
    Svenska Projekts Utbildningsöversikt 2003: Aktuella kurser i projektledning och projektorganisation vid svenska universitet och högskolor2003Other (Other (popular science, discussion, etc.))
  • 41.
    Bredin, Karin
    et al.
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Business Administration.
    Söderlund, Jonas
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Business Administration.
    The Change of projectified firms: analyzing the HR dimension2004In: IRNOP Conference,2004, 2004Conference paper (Other academic)
  • 42.
    Bredin, Karin
    et al.
    Linköping University, Department of Management and Engineering, Business Administration . Linköping University, Faculty of Arts and Sciences.
    Söderlund, Jonas
    Linköping University, Department of Management and Engineering, Business Administration . Linköping University, Faculty of Arts and Sciences.
    The design of the HR organisation and types of HR departments: A study of project-based firms2004In: EIASM Workshop, Paris, France, 2004Conference paper (Refereed)
  • 43.
    Bredin, Karin
    et al.
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Söderlund, Jonas
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences. BI Norwegian Business School , Oslo, Norway .
    The HR quadriad: a framework for the analysis of HRM in project-based organizations2011In: International Journal of Human Resource Management, ISSN 0958-5192, E-ISSN 1466-4399, Vol. 22, no 10, p. 2202-2221Article in journal (Refereed)
    Abstract [en]

    This paper introduces the idea of the HR quadriad as a framework for the analysis of HRM as a collective, configurational, and complementary system of roles and practices. The framework highlights the interplay between HR specialists, line managers, project managers, and project workers in the implementation of HR practices. On the basis of a multiple case study comprising six project-based organizations, two organizational factors are singled out as important for the design of the HR quadriad: (1) the nature of project work as either intra-functional or inter-functional, and (2) project participation as either focused or fragmented. The paper gives empirical support to recent research on HRM favoring the synergic integration of the elements of HRM systems designed in a way that acknowledges internal coherence and organizational conditions.

  • 44.
    Canonico, P.
    et al.
    University of Napoli Federico II, Italy.
    Söderlund, Jonas
    BI Norwegian School of Management, Oslo, Norway.
    Getting control of multi-project organizations: Combining contingent control mechanisms2010In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 28, no 8, p. 796-806Article in journal (Refereed)
    Abstract [en]

    The literature on management control has expanded considerably in the past few decades, yet only a limited number of publications have been devoted to multi-project organizations (MPOs). This is somewhat a problem given the increasing rise and importance of project-based structures and the role of project management as a significant part of many firms' management control system. This paper elaborates on a contingency framework of management control in MPOs and aims at investigating the control issues that call for holistic frameworks of control mechanisms. Relying on a comparative case study, the analysis shows how control mechanisms are deployed and what implications different choices of management control systems have on the organizational structure of MPOs. In particular, the paper addresses the importance technical complementarities, and the role of ‘project interdependencies’ and ‘project openness’ for the design of management control system

  • 45.
    Canonico, P.
    et al.
    University of Napoli Federico II, Italy.
    Söderlund, Jonas
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences. BI Norwegian School of Management, Oslo, Norway.
    De Nito, Ernesto
    Università degli Studi Magna Graecia di Catanzaro, Italy.
    Mangia, Gianluigi
    University of Napoli Federico II, Italy.
    Special Issue: Organizational mechanisms for effective knowledge creation in projects2013In: International Journal of Managing Projects in Business/Emerald, ISSN 1753-8378, E-ISSN 1753-8386, Vol. 6, no 2, p. 223-235Article in journal (Refereed)
    Abstract [en]

    Purpose – Knowledge creation is increasingly singled out as an important activity in a wide range of sectors. At the same time, projects are considered to be the loci where much of knowledge creation takes place. The aim of this paper is to give an overview of the current issues within this area and point out a few directions for future research.

    Design/methodology/approach – This paper is based on a literature review and a summary of the papers included in the special issue. The aim of the literature review consists in pointing out the key themes in the continuing debate on knowledge creation in projects.

    Findings – The paper argues that research needs to be developed along the following lines: the preconditions of effective knowledge creation mechanisms; the organizational practices able to support knowledge creation mechanisms; the contribution of communities of practice to knowledge creation in projects; the role of time and timing in projects knowledge creation; and the challenges associated with inter-organizational projects and knowledge creation.

    Originality/value – This paper (and the special issue) provides an understanding of the context of knowledge creation, of the requirements that different contexts place on knowledge creation, and of the suitability of such mechanisms in peculiar contexts. These issues have received only limited attention to date in the project management literature.

  • 46.
    Dahlgren, Jörgen
    et al.
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Business Administration.
    Söderlund, Jonas
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Business Administration.
    Management control in multi-project organizations: a study of R&D companies2002In: IRNOP Conference,2002, 2002Conference paper (Refereed)
  • 47.
    Dahlgren, Jörgen
    et al.
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Business Administration.
    Söderlund, Jonas
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Business Administration.
    Managing inter-firm industrial projects - on pacing and matching hierarchies2001In: International Business Review, ISSN 0969-5931, E-ISSN 1873-6149, Vol. 10, no 3, p. 305-322Article in journal (Refereed)
    Abstract [en]

    The purpose of this article is to present a conceptual framework useful for understanding and analyzing the management and organization of the execution phase of inter-firm industrial projects. On the basis of an exploratory case study of a project within the ABB (Asea Brown Boveri) Group, we develop two concepts. One is pacing, which focuses on the mutual coordination of activities between client and contractor. Pacing refers to the temporal orientation of the parties involved in inter-firm projects. The other concept is matching hierarchies, which focuses on how the interacting parties establish joint-decision making in order to handle overall project-related dependencies and conflicts. The suggested concepts are linked to each other in the sense that a configuration with matching hierarchies provides the arena for solving pacing problems, while, on the other hand, the pacing process provides the mechanism for linking hierarchies.

  • 48.
    Dahlgren, Jörgen
    et al.
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Business Administration.
    Söderlund, Jonas
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Business Administration.
    Managing inter-firm projects - the ABB case1999In: IMP Conference,1999, Dublin: University College Dublin , 1999Conference paper (Refereed)
  • 49.
    Dahlgren, Jörgen
    et al.
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Business Administration.
    Söderlund, Jonas
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Business Administration.
    Pacing and matching hierarchies: perspectives on inter-firm projects1998In: IRNOP Conference,1998, Calgary: University of Calgary , 1998Conference paper (Refereed)
  • 50.
    Dahlgren, Jörgen
    et al.
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Business Administration.
    Söderlund, Jonas
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Business Administration.
    Understanding inter-firm project interactions1997In: Nordic Workshop on Interorganisational Research,1997, Linköping: Linköpings universitet , 1997Conference paper (Refereed)
    Abstract [en]

      

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