Anne Live Vaagaasar

Organization Studies Doi: https://doi.org/10.1177/01708406221137841

The effects of different temporal structures among actors in interorganizational projects can be hugely consequential, especially for large societal projects. By applying a temporal translation view to a real-time study of an interorganizational project, we studied the influence of differences between such structures during the collaboration. We found that the three participating organizations, having distinctly different temporal structures, adopted different modes of translation, which we identified as integrative, adaptive and transformative. These different modes of translation affected dramatically how the project unfolded, as they impacted differently the time and effort required to adapt to common schedules and deadlines. Our study contributes a processual extension of entrainment theory by shedding light on entrainment as ongoing accomplishment enabled by a translation view. It also contributes to a processual understanding of the temporality of interorganizational projects.

Production planning & control (Print) 35(10) p. 1043-1062 Doi: https://doi.org/10.1080/09537287.2022.2146018

Little is known about the governance of inter-organizational networks for projects. This study empirically develops a theoretical framework for this, using twenty-eight project networks as case studies, applying 124 interviews in ten countries. The abductively developed three-layered governance framework has the individual network for a project at its lowest layer, explained through Multi-level Governance Theory. This is steered by a layer for the governance of networks, addressing the steering of the different networks these organizations are part of. At the top is metagovernance, where the ground rules are set by governments or investors. For each layer, the governance dimensions, as well as the enablers and disablers between layers, are defined The study’s resulting theory provides an overall understanding of the governance of multiple networks for projects and provides practitioners with the parameters to optimize their networks for better project results.

International Journal of Technology Management 85(1) p. 42-77 Doi: https://doi.org/10.1504/IJTM.2021.113693

This article presents a study of two projects focusing on the relationships of two Nordic clients with suppliers in low-cost countries. It explores the interplay between trust and control when offshoring information systems development projects. The key insight reveals that trust is not a substitute for control, no matter its level. The paper offers several contributions. First, we build a conceptual model for exploring the relationship between trust and control and the role of actual project performance. Second, the study reveals that trust supports a team's willingness to share knowledge, and control facilitates its ability to do so. Furthermore, our analysis shows that the impact of trust and control on project performance is better managed through the adjustment of project goals instead of adjusting the levels of trust and control. Finally, we contribute to theory through the development of a causal model of trust, control, actual performance, and project goals.

Project Leadership and Society (PLS) 2(1) Doi: https://doi.org/10.1016/j.plas.2021.100031

Balanced leadership has emerged as a contemporary theory of the dynamics in the continuous transfer of leadership authority between project managers and team members in projects. This article addresses the cognitive mechanisms for the coordination of this transfer. Four case studies in three different continents identified the most generic cognitive coordination mechanisms between project managers and team members. By building on and extending the concept of the socio-cognitive space, the study shows that empowerment, self-management, and shared understanding of skills needs govern and legitimize the question of ‘who leads’ at any point in time. The content of these three constructs varies contingent on the type of project management methodology used. A theory about the role of the socio-cognitive space in balanced leadership is developed and discussed.

Project Management Journal 52(3) p. 278-286 Doi: https://doi.org/10.1177/8756972820986660

A central issue in project-based organizations (PBOs) is how to balance the need for flexibly responding to changing customer demands and creating consistent performance in the organization at large. This article discusses the relevance of a routine dynamics lens for understanding this dilemma. We show how routine dynamics might help to understand how and under what conditions routines—with their dual capacity for stability and change—produce a variety of performances, some stable and some varying, in the PBO. As such, we contribute to the stream of research that seeks to explain how PBOs build capabilities and how they work.

Magma forskning og viten p. 54-61

Denne artikkelen diskuterer hvordan man kan kombinere vertikalt og horisontalt lederskap effektivt i prosjekter, altså hvordan lederskapet i prosjektet kan skifte mellom teammedlemmer og den formelt utpekte prosjektlederen avhengig av situasjonens krav. Vi konseptualiserer denne kombinasjonen av vertikalt og horisontalt lederskap som balansert lederskap. Et treårig, globalt forskningsprosjekt gir innsikt i når det er hensiktsmessig å skifte lederskapet i prosjektet mellom teammedlemmer og den formelt utpekte prosjektlederen, og hvordan dette kan gjøres. Våre funn indikerer at fem delprosesser sammen bidrar til balansert ledelse i prosjekter. Det er sentralt her hvordan prosjektleder identifiserer teammedlemmer som kan ta ledelsen, og legger til rette for at dette skal kunne skje ved å dyktiggjøre og bemyndige dem, samt hvordan prosjektleder følger opp teammedlemmenes ledelse og tar tilbake ledelsen på en god måte. Avslutningsvis viser vi hva prosjektledere som ønsker balansert lederskap, bør legge vekt på for å oppnå dette. Vi peker på sammenhengen mellom balansert ledelse, prosjektresultater og prosjektsuksess samt hvordan balansert ledelse kan bidra til økt motivasjon og egenutvikling hos prosjektmedlemmer som får større ansvar og en mulighet for å teste ut ulike personers evne til å ta lederansvar.

Time, Temporality, and History in Process Organization Studies p. 116-137

Project Management Journal 51(4) p. 420-428 Doi: https://doi.org/10.1177/8756972820931276

We apply a situated temporal view to reveal the acute challenge actors face in making changes when their project moves toward its final deadline. A situated temporal view takes account not just of the dwindling time left to change the future but also the lingering past, the combination of which poses particular challenges to organizers. We discuss aspects of temporary organizing that make such temporal shifts challenging: the complex interplay between temporal structures and practices, multiple temporal orientations, and deferred timing of temporal shifts. We suggest ideas for further research to apply a situated temporal view to temporary organizing.

Project Management Journal Doi: https://doi.org/10.1177/8756972820931

International Journal of Managing Projects in Business 13(2) p. 256-276 Doi: https://doi.org/10.1108/IJMPB-05-2018-0098

The purpose of this paper is to investigate the triadic relationship between project workspace (i.e. spatial context), project type and project manager’s leadership style. It develops the concept of leadership construct (i.e. mental models of leadership to predispose the way leadership is performed) to explain related preferences for workspace and behaviors.

Academy of Management Annual Meeting Proceedings 19(1) p. 14878-14878 Doi: https://doi.org/10.5465/ambpp.2019.14878abstract

Academy of Management Annual Meeting Proceedings 19(1) p. 14641-14641 Doi: https://doi.org/10.5465/ambpp.2019.14641abstract

International Journal of Managing Projects in Business Doi: https://doi.org/10.1108/IJMPB-12-2018-0285

Purpose: The purpose of this paper is to investigate how project managers, influence the assignment of project team members by directly assigning or specifying who they want or by indirectly using lateral influence strategies to secure the appropriate resources. This study is part of a wider study investigating the balance between vertical and horizontal leadership in projects in which nomination (or assignment) was identified as a key event contributing to balancing the leadership. It focuses specifically on the nomination or assignment event at the start of a project. Design/methodology/approach: Based on the philosophy of critical realism, case studies were used to collect data through 70 semi-structured interviews in Australia, Scandinavia and South Africa. Interviews were conducted with senior managers, project managers and project team members. Two project team members who worked with the same project manager were interviewed to gather diverse views. The data were analyzed individually by researchers from each location using a coding method proposed by Miles et al. (2014). The researchers then jointly analyzed the findings to arrive at five common themes from that explained how team members were assigned in practice. Findings: Despite the recognized need for project managers to form their own teams, this study found that project team members were often assigned by others. This was because project managers lacked authority to secure their resources. Therefore, they used lateral influence strategies to help with assigning project team members. The study identified five lateral influencing strategies adopted by project managers to assign team members: creating an image of competence; creating coalitions; taking a gamble; waiting for the right moment; and reasoning with facts. Two of these lateral influencing strategies were not identified in the previous literature on influencing strategies used in organizations. Research limitations/implications: The findings should not be viewed as representative of the respective continents where the cases were studied. However, this study contributes to the literature on project management, illuminating how project teams are assigned and by whom and, specifically, the role that influence plays during this event of the balanced leadership theory. It also identifies the types of lateral influence strategies used by project managers when assigning team members to their projects. It provides a pathway to explore the use of lateral influencing strategies by project managers beyond the assignment process. Practical implications: This study will help project managers to become aware of influencing strategies that they can use in practice while assigning team members to their projects. It will also highlight the importance of assigning the right resources to projects with a view to achieving balanced leadership. Originality/value: This research is of value to organizations using projects to successfully deliver their strategies by assigning suitable resources to their projects.

International Journal of Project Management 36(7) p. 992-1006 Doi: https://doi.org/10.1016/j.ijproman.2018.04.003

Leadership in projects can shift between the project manager (a.k.a. vertical leadership) and one or more team members (a.k.a. horizontal leadership). Our study examines the processes, dimensions, and conditions for empowerment of project team members to temporarily assume leadership of project processes. Twenty interviews were conducted in 10 organizations in China. Results show that empowerment for horizontal leadership is a 3-stage process, wherein the project manager takes justification perception and demand factors as essential conditions for his/her empowerment orientation, which in turn frames the announcement, acceptance, control, autonomy and future of horizontal leaders. Four categories of horizontal leaders were revealed, namely Deputies, Future Stars, Bench Players and Oysters. Managerial and theoretical implications are discussed.

Construction Management and Economics 36(2) p. 83-95 Doi: https://doi.org/10.1080/01446193.2017.1347268

Collaboration across company borders in multi-partner construction projects has proven to be challenging. An increasing number of projects aim to strengthen such collaboration by collocating project members from different companies in the same physical space. Yet we know little about the management practices required for taking advantage of such a collaborative space. To begin to remedy this shortcoming, we present an in-depth case study of a hospital construction project that applied a collaborative space and focus on the management practices influencing this space. With the help of affordance theory, we identified two types of management practices and show how they transform across project phases. These management practices included designing the physical elements of the collaborative space, and creating shared collaboration practices for the space. We contribute to the construction management literature by taking the first step in conceptualizing the connections between space, management and collaboration practices in the context of multi-partner projects. We suggest managers to consider carefully what kind of collaboration practices the space is expected to enhance and plan the physical and social space to support it.

International Journal of Managing Projects in Business 11(4) p. 986-1006 Doi: https://doi.org/10.1108/IJMPB-01-2018-0002

Purpose The purpose of this paper is twofold: to identify how horizontal leaders (within project teams) execute their leadership task in the context of balanced leadership; and to pinpoint scenarios that can occur when horizontal leaders are identified and empowered by the vertical leader (senior or project managers) and a project task is handed over to them to lead. This research is based on the concept of balanced leadership, which conceptualizes leadership as a dynamic, situation-dependent transition of leadership authority from a vertical leader (like a project manager) to a horizontal leader (a project team member) and back again, in order to contribute positively to a project’s success. Balanced leadership consists of five events (nomination, identification, empowerment, horizontal leadership and its governance, and transition). This paper focuses on the fourth event, and its specific aspect of leadership distribution between horizontal and vertical leader. This event begins when a team member(s) accepts the empowerment to assume the role of horizontal leader. This paper explicitly links the leadership style of the vertical leader based on Frame’s (1987) leadership styles and the nature of decisions taken by both the vertical and horizontal leaders to deliver the project. Design/methodology/approach The method used for this paper is the qualitative phase of a sequential mixed methods (qualitative-quantitative) study. Data were collected through case studies in four different countries, using a maximum variety sampling approach. Data collection was through interviews of vertical leaders (senior leaders who were often sponsors of projects or members of senior management or project managers) and horizontal leaders (team leaders or members) in a variety of industry sectors. Data analysis was done through initial coding and constant comparison to arrive at themes. Thematic analysis was used to gain knowledge about the split of leadership and decision-making authority between the horizontal and vertical leader(s). Findings The results show that for Canadian and Australian projects, a combination of autocratic and democratic leadership styles were used by vertical leaders. In the case of Scandinavian projects, a democratic leadership style has been observed. Linked to these leadership styles, the horizontal decision making is predominantly focused on technical decisions and to daily task decisions to deliver the project. Delegation occurs most of the time to one specific team member, but occasionally to several team members simultaneously, for them to work collaboratively on a given issue. Research limitations/implications The paper supports a deeper investigation into a leadership theory, by validating one particular event of the balanced leadership theory, which is based on Archer’s (1995) realist social theory. The findings from this paper will guide organizations to facilitate an effective approach to balancing the leadership roles between vertical and horizontal leaders in their projects. The findings can also be used to develop horizontal leaders to take up more responsibilities in projects. Originality/value The originality lies in the new leadership theory called balanced leadership, and its empirical validation. It is the first study on the leadership task distribution between vertical and horizontal leadership in projects. Its value is new insights, which allow practitioners to develop practices to find and empower the best possible leader at any given time in the project and academics to develop a more dynamic and, therefore, more realistic theory on leadership as it unfolds in projects.

International Journal of Project Management 36(1) p. 83-94 Doi: https://doi.org/10.1016/j.ijproman.2017.07.003

This paper develops a framework for understanding the interaction between person-centered leadership by project managers (a.k.a. vertical leadership (VLS)) and team-centered leadership by individuals in the project team (a.k.a. horizontal leadership (HSL)). It builds on Archer's Realist Social Theory and its morphogenetic cycle, which describes the interaction of structure with agency for task fulfillment and the resulting reshaping (morphogenesis) or continuation (morphostasis) of structure for subsequent iterations of the cycle. Data were collected globally in 33 case studies with 166 interviews and analyzed using Alvesson's Constructing Mystery technique. A theory about the cycles and events that shape the interaction between VLS and HLS is developed, which includes events such as nomination, identification, selection, execution and governance, as well as transitioning. Managerial and theoretical implications are discussed.

International Journal of Project Management 34(8) p. 1479-1492 Doi: https://doi.org/10.1016/j.ijproman.2016.08.006

Leadership in spaces and places p. 71-86 Doi: https://doi.org/10.4337/9781783477920.00011

Project Management Journal 45(5) p. 71-85 Doi: https://doi.org/10.1002/pmj.21447

Proceedings of the Annual Hawaii International Conference on System Sciences (HICSS) Doi: https://doi.org/10.1109/HICSS.2011.383

International Journal of Managing Projects in Business 4(2) p. 294-307 Doi: https://doi.org/10.1108/17538371111120252

International Journal of Management and Decision Making 11(2) p. 121-139

Project Management Journal 40(1) p. 19-27 Doi: https://doi.org/10.1002/pmj.20096

International Journal of Managing Projects in Business 2(4) p. 479-498

International Journal of Project Management 26(5)

Ch. Garsten and T. Hernes (eds), Ethical Dilemmas in Management p. 3-3

International Journal of Project Management 25(4) p. 346-353

F. Nyeng and G. Wenn: Organisasjon og emosjoner