Department of Leadership and Organizational Behaviour

Projects

• Project 2014 - 2015 Ralf Josef Müller (project manager) PMO and Knowledge Intergration

• Project 2013 - 2016 Bård Kuvaas (project manager) Medarbeiderundersøkelse og medarbeidersamtaler i Tine

  Prosjektet omhandler forskningsbaserte løsninger for utvikling og gjennomføring av medarbeiderundersøkelser og medarbeidersamtaler.

• Project 2013 - 2015 Ralf Josef Müller (project manager) Organizational Enablers for Project Governance

• Project 2012 - 2017 Anne Live Vaagaasar (project manager), Lena Elisabeth Bygballe Organisering av store norske offentlige bygg/anleggsprosjekter 2000 - 2010

  Prosjektet omhandler organisering av store infrastrukturprosjekter. Disse er inter-organisatoriske. Vi retter fokus mot hvordan aktiviteter og aktører koordineres i praksis i disse prosjektene, på tvers av organisasjonelle grenser.

  Forskningsprosjektet er samarbeid mellom Norsk Senter for Prosjektledelse (NSP), Senter for Byggenæringen, Statsbygg og Jernbaneverket. Fra BI deltar prosjektleder, samt Lena E. Bygballe.

  Foreløpige funn fra prosjektet har vært presentert både nasjonalt og internasjonalt.

• Project 2010 - 2016 Jon Erland Bonde Lervik (project manager) New modes of collaboration in the maritime industry (MarCo)

  The Norwegian maritime sector is a strong and complete national cluster that is globally competitive. The cluster is characterized by close local inter-firm interaction, with increasing international linkages. Linkages include foreign guest workers, foreign ownership of maritime firms, outward foreign direct investment, and a trend towards geographically dispersed value chains.

  The research project will address new modes of collaboration across three levels of analysis: The cluster level, the firm level (strategic decision-making and implementation), and the activity level (work processes in innovation and production activities). This will be organized in three work packages.

  1. Cluster level. How is the maritime cluster able to combine and integrate locally embedded knowledge with knowledge derived from international operations and from products and services developed abroad? 2. Firm level. How do the firm deal with international alliances? 3. Activity level. How do innovations arise in collaboration? How do new innovations come about? What happens to the regional production model when moving from co-located to global value chains?

  The project is owned by Norwegian School of Management BI. Academic partners are Molde University College and Møreforskning Molde in collaboration with corporate partners from the Norwegian maritime industry.

• Project 2010 - 2014 Jonas Söderlund (project manager) Project Portfolio Management in Practice (PPM in Practice)

  The aim of this study is to carry out a multiple case study and a series of collaborative workshops to highlight the role of project portfolio management in a broader perspective – as a decision-making and a knowledge integration process. In that respect, we will discern patterns within the participating companies how project portfolio management is applied, what concepts are used, and what value is gained.

  We will also investigate the knowledge processes involved and identify the modes in which knowledge is integrated through the process of project portfolio management. Hence, from such a perspective, the key issue is perhaps not the narrow selection of deciding what projects to select based on standard ROI analyses, but rather to generate and integrate knowledge from various parts of the organization.