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  • 1.
    Bredin, Karin
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    HRM and Projectification: Moving Beyond the 'Project-Based Organization' Concept2023In: 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.

  • 2.
    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.

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  • 3.
    Enberg, Cecilia
    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.
    Maintaining and developing disciplinary expertise in project-based organizations: a well-known problem with few solutions?2015Conference paper (Refereed)
  • 4.
    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.
    Solutions for sustained expertise in project-based organizations : Organizing for disciplinary leadership or disciplinary community2015Conference paper (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.

    Download full text (pdf)
    fulltext
  • 5.
    Bredin, Karin
    et al.
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Niss, Camilla
    Akademin för teknik och miljö, Industriell ekenomi, 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 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.

    Download full text (pdf)
    Specialist med bredd eller flerbent generalist: vad utmärker en kunskapsintegrerande projektmedlem?
  • 6.
    Enberg, Cecilia
    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.
    Sustained disciplinary expertise in project-based organizations: Horizontal and vertical integration of activity-based solutions2015Conference paper (Refereed)
  • 7.
    Enberg, Cecilia
    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.
    Sustaining and Developing Disciplinary Expertise in Project-based Organizations : Balanced and Integrated Solutions2015 (ed. 1)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.

  • 8.
    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.

  • 9.
    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.

  • 10.
    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)
  • 11.
    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)
  • 12.
    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.

  • 13.
    Söderlund, Jonas
    et al.
    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.
    Borg, Elisabeth
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Managing and organizing human resources in a project-based economy: The role of technical consultancy2011Conference paper (Refereed)
  • 14.
    Söderlund, Jonas
    et al.
    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.
    Participants in the process of knowledge integration2011In: Knowledge integration and innovation: critical challenges facing international technology-based firms / [ed] Christian Berggren, Anna Bergek, Lars Bengtsson, Michael Hobday, Jonas Söderlund, Oxford, UK: Oxford University Press, 2011, p. 96-121Chapter in book (Other academic)
    Abstract [en]

    Building on the idea of knowledge integration as a process by which several actors (e.g. individuals) combine their uniquely held knowledge to create new knowledge, this chapter presents a study and analysis of knowledge integration at work. The primary focus is on individuals participating in engineering work in collaboration with engineers with whom they have little prior experience of collaborating. To ensure effective knowledge integration in such settings, the involved participants need to master a repertoire of activities and possess necessary skills to be able to heedfully participate in such processes. This chapter, based on in-depth research of consultants at one of Sweden's leading technical consultancies, identifies and theoretically positions five interrelated activities that are critical for knowledge integration at work. The chapter enhances the understanding of knowledge integration at the operational project level and thus seeks to ‘bring work back in’ into the analysis of situated knowledge integration.

  • 15.
    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.

  • 16.
    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.

  • 17.
    Söderlund, Jonas
    et al.
    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.
    HRM i projektintensive virksomheder: forandringer og utfordringer2010In: Børsen Ledelseshåndbøger: Projektledelse, Copenhagen: Copenhagen Business School Press, 2010Chapter in book (Other (popular science, discussion, etc.))
  • 18.
    Bredin, Karin
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Improving people capability of project-based organisations: A study of the change of HRM in two engineering-intensive firms.2010In: International Journal of Project Organisation and Management, ISSN 1740-2891, E-ISSN 1740-2905, Vol. 2, no 4, p. 328-360Article in journal (Refereed)
    Abstract [en]

    This paper contributes to the research into HRM in project-based organisations. Drawing on a capabilities perspective on project-based organisations, the paper elaborates on a conceptual framework for people capability of project-based organisations. This framework is used for a comparative analysis of the efforts made by two engineering-intensive, project-based organisations to change their people management systems in order to improve their people capability. The comparison demonstrates important activities that the firms undertake to improve their people capability, and it also indicates similarities and differences that are discussed based on the framework. Finally, the paper discusses suggestions for future research.

  • 19.
    Söderlund, Jonas
    et al.
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences. BI Norwegian School of Management, Oslo Norway .
    Borg, Elisabeth
    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.
    Organization of Human Resources in a Project-based Economy: Organizational Institutions, Firm Archetypes and Knowledge Collectivities2010Conference paper (Refereed)
  • 20.
    Bredin, Karin
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Projektarbejdsformen stiller nye krav till HR.2010In: Børsen LedelseshåndbøgerArticle in journal (Other academic)
    Abstract [no]

    Projekter, fleksibilitet, tværfunktionelle team, fokus og deadlines er “hotte” ord i dagens arbejdsliv. Projekt skaber fokus, og mange oplever det som en spændende, udfordrende og udviklende arbejdsform, hvor man som medarbejder får mulighed for at få stort selvstændigt ansvar. Den ideelle projektmedarbejder er vidende, kompetent, dynamisk og fleksibel, en holdspiller og ansvarlig for at holde sine kundskaber ved lige, så man er attraktiv for frem­tidige projekter. Projekter er dagligdagen for disse individer, og det er deres erfaringer fra deltagelse i forskellige projek­ter, som opbygger deres kompetence og karriere. Det er deres præstationer i tidligere projekter, som skaber deres renommé og gør dem attraktive for fremtidige spændende projekter. Projektintensive og vidensbaserede organisatio­ner er afhængige af talentfulde projektdeltagere og deres kompetencer. Samtidig skaber den projektorienterede virk­somhed udfordringer for HR-opgaven. Derfor må organisa­tioner, som vil forbedre deres evne til at arbejde projekto­rienteret, også udvikle deres evne til at håndtere HRM på en måde, som møder den projektbaserede organisations udfordringer.

  • 21.
    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)
  • 22.
    Söderlund, Jonas
    et al.
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences. BI Norwegian School of Management, Oslo Norway .
    Borg, Elisabeth
    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.
    Liminality Problems in Project-Based Firms: Coping Strategies and 'Collectivities of Practice' in Advanced Engineering2009Conference paper (Refereed)
  • 23.
    Bredin, Karin
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    The HR quadriad: delivering HR value in project-based organisations2009In: VII International Workshop on HRM: New Scenarios in Human Resource Management, 2009Conference paper (Other academic)
  • 24.
    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)
  • 25. Order onlineBuy this publication >>
    Bredin, Karin
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Human Resource Management in Project-Based Organisations: Challenges, Changes, and Capabilities2008Doctoral thesis, comprehensive summary (Other academic)
    Abstract [en]

    This doctoral thesis addresses human resource management in project-based organisations. The aim is to explore the challenges for HRM in project-based organisations and the changes in people management systems to meet these challenges. The thesis consists of a compilation of six papers and an extended summary. The research reported in the thesis is based on a combination of multiple, comparative, and single case studies of project-based organisations. The core case studies have been conducted at Saab Aerosystems, AstraZeneca, Volvo Car Corporation, and Tetra Pak. The results indicate central challenges regarding competence development and career structures, performance review processes and reputation of project workers, and the increased responsibility and pressured work environment for project workers. They further indicate that many of these challenges are handled through a more HR-oriented line manager role, while HR departments are downsized and centralised. The thesis hence emphasises the need to understand HRM as a dimension of management in which various players share the responsibility for its design and performance. To conclude, the thesis applies a capabilities perspective on project-based organisations and develops a conceptual framework that embraces people capability: the organisational capability to manage the relation between people and their organisational context. In this framework, people management systems improve people capability when they integrate it with strategic, functional, and project capabilities. It is suggested that the people capability framework provides new possibilities to analyse HRM in project-based organisations and to explain the changes in people management systems that are needed to align them to the project-based context.

    List of papers
    1. Perspectives on Human Resource Management: An explorative study of the consequences of projectification in four firms
    Open this publication in new window or tab >>Perspectives on Human Resource Management: An explorative study of the consequences of projectification in four firms
    2006 (English)In: International Journal of Human Resources Development and Management, ISSN 1465-6612, Vol. 6, no 1, p. 92-113Article in journal (Refereed) Published
    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.

    Keywords
    human resources management, projects, change, competence, trust, individuals, projectification, project-based firms
    National Category
    Social Sciences
    Identifiers
    urn:nbn:se:liu:diva-14104 (URN)
    Available from: 2006-11-14 Created: 2006-11-14 Last updated: 2015-09-22
    2. HRM and project intensification in R&D-based companies: A study of Volvo Car Corporation and AstraZeneca
    Open this publication in new window or tab >>HRM and project intensification in R&D-based companies: A study of Volvo Car Corporation and AstraZeneca
    2006 (English)In: R & D Management, ISSN 0033-6807, Vol. 36, no 5, p. 467-485Article in journal (Refereed) Published
    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.

    National Category
    Social Sciences
    Identifiers
    urn:nbn:se:liu:diva-13170 (URN)10.1111/j.1467-9310.2006.00448.x (DOI)
    Available from: 2008-04-10 Created: 2008-04-10 Last updated: 2015-09-22
    3. Reconceptualising line management in project-based organisations: The case of competence coaches at Tetra Pak
    Open this publication in new window or tab >>Reconceptualising line management in project-based organisations: The case of competence coaches at Tetra Pak
    2007 (English)In: Personnel review, ISSN 0048-3486, E-ISSN 1758-6933, Vol. 36, no 5, p. 815-833Article in journal (Refereed) Published
    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.

    Place, publisher, year, edition, pages
    Emerald Group Publishing Limited, 2007
    Keywords
    Devolution, Human resource development, Human resource management, Line management
    National Category
    Business Administration
    Identifiers
    urn:nbn:se:liu:diva-13171 (URN)10.1108/00483480710774061 (DOI)
    Available from: 2008-04-10 Created: 2008-04-10 Last updated: 2017-12-13Bibliographically approved
    4. Fit for purpose?: Designing HR organisations and HR departments in project-based organisations
    Open this publication in new window or tab >>Fit for purpose?: Designing HR organisations and HR departments in project-based organisations
    2010 (English)In: 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) Published
    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.

    Place, publisher, year, edition, pages
    InderScience Publishers, 2010
    Keywords
    HRM, HR department, HR specialist, project organisation, project-based firms, projectification, configuration, structure, HR organisation
    National Category
    Business Administration
    Identifiers
    urn:nbn:se:liu:diva-13172 (URN)10.1504/IJHRDM.2010.036087 (DOI)
    Available from: 2008-04-10 Created: 2008-04-10 Last updated: 2017-12-13Bibliographically approved
    5. People capability of project based organisations: A conceptual framework
    Open this publication in new window or tab >>People capability of project based organisations: A conceptual framework
    2008 (English)In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 26, no 5, p. 566-576Article in journal (Refereed) Published
    Abstract [en]

    This paper develops a conceptual framework intended to increase the understanding of human resource management (HRM) in project-based organisations. Drawing on the capabilities perspective on project-based organisations, it makes two main contributions. First, it proposes the concept of ‘people capability’ to broaden the conceptualisation of HRM in project-based organisations. Secondly, building on the framework proposed by Davies and Brady [Davies A, Brady T. Organisational capabilities and learning in complex product systems: towards repeatable solutions. Res Policy 2000;29(7–8):931–53], an extended conceptual framework for people capability of project-based organisations is suggested. In this framework, people management systems are conceived as the expression of an integration of people capability with strategic, functional and project capabilities. Based on this framework, three sets of activities for the people management system in project-based organisations are identified. Finally, the paper discusses possible avenues for future research within the area of organisational capabilities of project-based organisations.

    Keywords
    People capability, Projects, Project-based organisations, Human resource management, People management systems, Organisational capabilities, Project capabilities
    National Category
    Social Sciences
    Identifiers
    urn:nbn:se:liu:diva-13173 (URN)10.1016/j.ijproman.2008.05.002 (DOI)
    Available from: 2008-04-10 Created: 2008-04-10 Last updated: 2017-12-13Bibliographically approved
    6. Improving people capability of project-based organisations: A study of the change of HRM in two engineering-intensive firms
    Open this publication in new window or tab >>Improving people capability of project-based organisations: A study of the change of HRM in two engineering-intensive firms
    2008 (English)Article in journal (Refereed) Submitted
    National Category
    Social Sciences
    Identifiers
    urn:nbn:se:liu:diva-13174 (URN)
    Available from: 2008-04-10 Created: 2008-04-10 Last updated: 2015-09-22
    Download full text (pdf)
    FULLTEXT01
    Download (pdf)
    COVER01
  • 26.
    Bredin, Karin
    Linköping University, Department of Management and Engineering, Business Administration . Linköping University, Faculty of Arts and Sciences.
    Improving people capability of project-based organisations: A study of the change of HRM in two engineering-intensive firms2008Article in journal (Refereed)
  • 27.
    Bredin, Karin
    Linköping University, Department of Management and Engineering, Business Administration . Linköping University, Faculty of Arts and Sciences.
    People capability of project based organisations: A conceptual framework2008In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 26, no 5, p. 566-576Article in journal (Refereed)
    Abstract [en]

    This paper develops a conceptual framework intended to increase the understanding of human resource management (HRM) in project-based organisations. Drawing on the capabilities perspective on project-based organisations, it makes two main contributions. First, it proposes the concept of ‘people capability’ to broaden the conceptualisation of HRM in project-based organisations. Secondly, building on the framework proposed by Davies and Brady [Davies A, Brady T. Organisational capabilities and learning in complex product systems: towards repeatable solutions. Res Policy 2000;29(7–8):931–53], an extended conceptual framework for people capability of project-based organisations is suggested. In this framework, people management systems are conceived as the expression of an integration of people capability with strategic, functional and project capabilities. Based on this framework, three sets of activities for the people management system in project-based organisations are identified. Finally, the paper discusses possible avenues for future research within the area of organisational capabilities of project-based organisations.

  • 28.
    Bredin, Karin
    Linköping University, Department of Management and Engineering, Business Administration.
    Developing people capability in project-based organisations: a study of the change of HRM in two engineering intensive firms2007Conference paper (Refereed)
  • 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.
    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.

  • 30.
    Bredin, Karin
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Engineering, Business Administration .
    Rethinking HRM: Improving People Capability2007Other (Other (popular science, discussion, etc.))
  • 31.
    Bredin, Karin
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Engineering, Business Administration .
    Utveckla förmågan till HRM för långsiktigt hållbar projektverksamhet2007In: Management of technology / IMIT - Institute for Management of Innovation and Technology, ISSN 1102-5581, Vol. 2Article in journal (Refereed)
  • 32.
    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.

  • 33.
    Söderlund, Jonas
    et al.
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Engineering, Business Administration .
    Bredin, Karin
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Engineering, Business Administration .
    HRM in project-intensive firms: Changes and challenges2006In: Human Resource Management, ISSN 0090-4848, E-ISSN 1099-050X, Vol. 45, no 2, p. 249-265Article, review/survey (Refereed)
    Abstract [en]

    One of the most profound organizational changes currently under way is the application of project-based structures within and between firms. This change is happening in both growth and mature industries. Several management scholars have taken interest in the reasons why firms adopt project-based ways of working. However, the effect of project-based organizing on the firm's H R M is a recurrent problem and a challenge to many companies. We develop a framework for the analysis of HRM in project-intensive firms. Based on a study of four companies and the transformation of their organizational structures and processes, we identify four managerial issues and a number of questions that must be addressed to improve HRM in project-intensive firms. © 2006 Wiley Periodicals, Inc.

  • 34. Order onlineBuy this publication >>
    Bredin, Karin
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Human Resource Management in Project-Based Organisations: Challenges and Changes2006Licentiate thesis, comprehensive summary (Other academic)
    Abstract [en]

    This thesis is about human resource management (HRM) in project-based organisations. Firms have over the last decades tended to rely increasingly on project-based structures. This process of projectification implies a changed work situation for individuals in modern organisations. Researchers from the project field of research as well as from the HRM field of research have pointed to possible implications that projectification might have for HRM. This thesis explores this area through a combination of multiple, comparative, and single case studies of project-based organisations. The studies aim at identifying and analysing the changes and challenges for HRM in this particular context.

    The studies are presented in four separate papers. The findings suggest a number of important and empirically nested challenges related to Competence, Trust, Change, and Individuals. Moreover, the changing roles of HR departments and line managers in the overall HR organisation are discussed and analysed. The thesis proposes alternative roles for line managers, depending on the organisational context, and it also proposes two ’ideal types’ of HR-departmental structures.

    List of papers
    1. Perspectives on Human Resource Management: An explorative study of the consequences of projectification in four firms
    Open this publication in new window or tab >>Perspectives on Human Resource Management: An explorative study of the consequences of projectification in four firms
    2006 (English)In: International Journal of Human Resources Development and Management, ISSN 1465-6612, Vol. 6, no 1, p. 92-113Article in journal (Refereed) Published
    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.

    Keywords
    human resources management, projects, change, competence, trust, individuals, projectification, project-based firms
    National Category
    Social Sciences
    Identifiers
    urn:nbn:se:liu:diva-14104 (URN)
    Available from: 2006-11-14 Created: 2006-11-14 Last updated: 2015-09-22
    2. HRM and project intensification in R&D-based companies: A study of Volvo Car Corporation and AstraZeneca
    Open this publication in new window or tab >>HRM and project intensification in R&D-based companies: A study of Volvo Car Corporation and AstraZeneca
    2006 (English)In: R & D Management, ISSN 0033-6807, Vol. 36, no 5, p. 467-485Article in journal (Refereed) Published
    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.

    National Category
    Social Sciences
    Identifiers
    urn:nbn:se:liu:diva-13170 (URN)10.1111/j.1467-9310.2006.00448.x (DOI)
    Available from: 2008-04-10 Created: 2008-04-10 Last updated: 2015-09-22
    3. New roles in the projectified firm: The professional Human Resource Agent
    Open this publication in new window or tab >>New roles in the projectified firm: The professional Human Resource Agent
    2005 (English)In: V Workshop on Human Resource Management, Seville. Spain, 2005Conference paper, Published paper (Refereed)
    National Category
    Social Sciences
    Identifiers
    urn:nbn:se:liu:diva-14106 (URN)
    Available from: 2006-11-14 Created: 2006-11-14 Last updated: 2015-09-22
    4. The design of the HR organisation and types of HR departments: A study of project-based firms
    Open this publication in new window or tab >>The design of the HR organisation and types of HR departments: A study of project-based firms
    2004 (English)In: EIASM Workshop, Paris, France, 2004Conference paper, Published paper (Refereed)
    National Category
    Economics and Business Social Sciences
    Identifiers
    urn:nbn:se:liu:diva-14107 (URN)
    Available from: 2006-11-14 Created: 2006-11-14 Last updated: 2015-09-22
    Download full text (pdf)
    FULLTEXT01
  • 35.
    Bredin, Karin
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    People capability: A central organisational capability for project-based organisations2006Conference paper (Other academic)
  • 36.
    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.

  • 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.
    New roles in the projectified firm: The professional Human Resource Agent2005In: V Workshop on Human Resource Management, Seville. Spain, 2005Conference paper (Refereed)
  • 38.
    Söderlund, Jonas
    et al.
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Business Administration.
    Bredin, Karin
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Business Administration.
    Perspektiv på HRM: nya organisationsformer, nya utmaningar2005 (ed. 1)Book (Other academic)
    Abstract [sv]

    ad händer med individen när projektet vinner mark som arbetsform?     Var finns mellantiderna för återhämtning och kompetensutveckling?    Vem ska ansvara för att de anställda har den kompetens som på sikt krävs i organisationen?     Kan man organisera för att stödja projektverksamheten och för att främja rörlighet och gränsöverskridande nätverk?     Hur tar man vara på den kompetens som utvecklas inom olika projekt?    Här presenteras nya perspektiv som stimulerar till förbättring och utveckling av såväl företagens konkurrenskraft som personalens arbetssituation.    Centrala begrepp som visar sig vara av gemensam betydelse är kompetensutveckling/kunskapsöverföring, skapandet av förtroende, hantering av förändringar och fokuseringen på individen

  • 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.
    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)
  • 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.
    Human resource management in projectified firms: organization and logics2004In: EIASM Conference on Strategic Human Resources Management, HEC,2004, Bryssel: EIASM , 2004Conference paper (Refereed)
  • 41.
    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)
  • 42.
    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)
  • 43.
    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)
  • 44.
    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)
  • 45.
    Söderlund, Jonas
    et al.
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Business Administration.
    Bredin, Karin
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Management and Economics, Business Administration.
    Postens nya sevicenät: ledning av ett strategiskt förändringsprojekt2003Report (Other academic)
    Abstract [sv]

      

  • 46.
    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)
  • 47.
    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.))
  • 48.
    Söderlund, Jonas
    et al.
    Linköping University, Department of Management and Engineering, Business Administration. Linköping University, Faculty of Arts and Sciences.
    Borg, Elisabeth
    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.
    Liminality Practices in Project-Based Work: A Study of Mobile EngineersManuscript (preprint) (Other academic)
    Abstract [en]

    Project-based work is, to an increasing extent, carried out in ‘knowledge collectivities’ – groups of diversely skilled individuals with limited common experience from previous collaborations. A special case of such work involves technical consultants who travel across project teams and client organizations, recurrently entering and leaving project teams. To advance our understanding of project-based work, this paper suggests that the work of these ‘mobile engineers’ could be viewed as a condition of liminality. Based on an in-depth study comprising 20 engineers and four managers employed at one of Sweden’s leading technical consultancies, we identify two different types of liminality: social liminality and technical liminality. In addition, we discern four situations with special reference to liminality and, based on a thematic content analysis, elicit four liminality practices that workers participating in our study rely upon to handle their liminal situation.

1 - 48 of 48
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  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf