Ralf Müller

Mastering Project Leadership: Insights from the Research s. 11-17 Doi: https://doi.org/10.1201/9781003502654

Project Management Journal 55(5) s. 463-472 Doi: https://doi.org/10.1177/87569728241279506

Research Handbook on Sustainable Project Management s. 83-96

This chapter presents research conducted by the authors of this chapter on the application of project governance to address sustainable project management. It starts with a review of the challenges faced by the current practices of project management in its move towards sustainable development. Next, we discuss our work in using systems approaches to develop a viable governance model for project governance, which can help to achieve the UN Sustainable Development Goals. We conclude with a future research agenda for project management scholars working in sustainable development.

Production planning & control (Print) s. 1-18 Doi: https://doi.org/10.1080/09537287.2024.2427645

International Journal of Project Management 42(6) Doi: https://doi.org/10.1016/j.ijproman.2024.102635

Organizational change projects suffer from a high failure rate. Extant literature identified structural inertia as the main cause of resistance to change. This structural inertia puts invisible shackles on organizations and makes the change process difficult or even pulls organizations back to their former state. However, it is still unknown how these organizations can be unchained. Drawing on an institutional logic perspective and based on an intriguing organizational change project of a state-owned company in China, we explored how institutional logic changes in organizational change projects. The results indicate that institutional change occurs through organizational deinstitutionalization, organizational institution building, and organizational reinstitutionalization across both individual and organizational levels. We developed a theory for successfully securing change efforts that relies on the level-crossing alteration of institutional logic that shackles employee behaviors. A model of institutional logic change is proposed to illustrate the organizational change carried out in the form of projects from an institutional logic perspective. Theoretical and practical contributions are discussed.

Research Handbook on the Governance of Projects s. 42-49 Doi: https://doi.org/10.4337/9781802208078.00010

Project Leadership and Society (PLS) 4 Doi: https://doi.org/10.1016/j.plas.2023.100085

This paper captures a better understanding of the career development of people leading megaprojects through the use of biographical research method. The characteristics of megaprojects cause serious and diverse challenges for their leaders, but programs where they are trained to overcome these challenges are not easily available around the world. We used a biographic research to gather sixteen life histories of megaproject leaders from ten different countries. This approach helps to explore megaproject leaders as people and how they have learned to become leaders. Findings show that leaders learned to manage megaprojects through a lifetime interaction of: (1) personal characteristics of leaders, (2) turning points in their lives, (3) value orientations stemming from their family, region or religion, (4) their relationship to the project team, and (5) their professionalization through a diversity of projects. These findings add to our knowledge on leaders’ career development that this not only depends on individual agency but also on contextual influences which span a lifetime. Furthermore, the findings contribute to the debate on narrative inquiry methods by demonstrating the full potential of biographical research method for understanding megaproject leadership. Finally, the findings contribute to the debate on megaprojects leaders with real accounts of how people have become leaders through self-development.

European Management Review 20(1) s. 3-17 Doi: https://doi.org/10.1111/emre.12568

Project management research has evolved over the past five decades and is now amature disciplinary field investigating phenomena of interest to academics, practi-tioners and policymakers. Studies of projects and project management practicesare theoretically rich and scientifically rigorous. They are practically relevant andimpactful when addressing the pursuit of operational, tactical and strategicadvancements in the world of organisations. We want to broaden the conversa-tion between project management scholars and other scholars from cognate disci-plines, particularly business and management, in a true scholarship of integrationand cross-fertilisation. This Manifesto invites the latter scholars to join effortsproviding a foundation for further creative, theoretical and empirical contribu-tions, including but not limited to tackling grand challenges such as climatechange, pandemics, and global poverty. To this end, we identify five theses: 1. Projects are often‘agents of change’and hence fundamental to driving theinnovation and change required to tackle grand challenges. 2. Much project management research leverages and challenges theories acrossdisciplines, including business, organisation and management studies, con-tributing to developing new theories, including those specific to projects andtemporary organisations. 3.‘Projects’are useful units of analysis, project management research is idealfor scientific cross-fertilisation and project management scholars welcomeacademics from other communities to engage in fruitful conversations. 4. As in many other fields of knowledge, the project management research com-munity embraces diversity, welcoming researchers of different genders andvarious scientific and social backgrounds. 5. Historically rooted in‘problem-solving’and normative studies, project man-agement research has become open to interpretative and emancipatoryresearch, providing opportunities for other business, management and orga-nisational scholars to advance their knowledge communities.

Project Management Journal 54(1) s. 3-6 Doi: https://doi.org/10.1177/87569728221147654

Research Handbook on the Governance of Projects s. 1-6 Doi: https://doi.org/10.4337/9781802208078.00005

Research Handbook on the Governance of Projects s. 184-194 Doi: https://doi.org/10.4337/9781802208078.00023

Research Handbook on the Governance of Projects s. 366-378 Doi: https://doi.org/10.4337/9781802208078.00039

Inter-organizational networks have become the de-facto organization structure for the delivery of large projects. This chapter describes a three-layered framework for the governance of these networks, from the investor, via intermediate governance levels to the individual network for the delivery of a project. At its lowest level, the framework describes the governance of an inter-organizational network for the delivery of a project (i.e., network governance). Then it describes this network as one in a network of various networks each executing organization is involved. This network of networks requires governance (i.e.; governance of networks). These two governance layers rest on a set of ground rules imposed by the investor or government (i.e., metagovernance). The chapter describes the three-layered framework and elements, their interaction, and their impact on project performance. It ends with a theory on the framework’s functioning. Keywords: metagovernance, governance of networks, network governance, multi-level governance, inter-organizational networks

Research Handbook on the Governance of Projects s. 65-77 Doi: https://doi.org/10.4337/9781802208078.00012

Revista de Gestão e Projetos (GeP) 14(3) s. 14-26 Doi: https://doi.org/10.5585/gep.v14i3.25027

Research in project management provides an understanding of working practices, organizational, technological, and other phenomena in the realm of projects. The present article addresses the expected development in research topics over the short to mid-range period. It starts with a look into recent predictions, then adds the currently proposed research topics of the leading academic journals in project management, and processes this into five potential streams of future research in project management. These streams cover research in the realm of Grand Challenges, the human side of project management, the general understanding of (megaprojects) project management, advanced tools and techniques (such as Artificial Intelligence), as well as anticipated new research methods and their implications for the relevance of research findings for practitioners. Practitioners will gain insight into potential topics they might be interested in and want to read more about in the future. At the same time, academics gain from various potential research topics and directions.

Project Management Journal 54(2) s. 111-115 Doi: https://doi.org/10.1177/87569728231159324

Research Handbook on the Governance of Projects s. 20-30 Doi: https://doi.org/10.4337/9781802208078.00008

Edward Elgar Publishing

Project Management Journal 54(1) Doi: https://doi.org/10.1177/87569728221131254

This study operationalizes and tests a multilevel governance model for interorganizational project networks. Results of a qualitative multicase study are used to develop a framework model with three levels of governance, namely metagovernance, governance of networks, and network governance. This framework is validated through a global survey with 225 responses. Type I and Type II governance are confirmed as the organizational elements of network governance, and the relationships between the different levels are established. Metagovernance directly impacts network governance and this relationship is mediated through governance of networks for Type I governance and moderated through governance of networks for Type II governance.

International Journal of Managing Projects in Business 15(4) s. 701-718 Doi: https://doi.org/10.1108/IJMPB-06-2021-0147

Purpose – The purpose of this paper is to investigate and discuss stakeholder issues faced by renewable energy megaprojects and in particular solar and wind power projects and their relevance to socioeconomic evaluation of megaprojects. Design/methodology/approach – The paper uses secondary data collected from the recent literature published on stakeholder issues face by mega solar and wind power energy generation projects around the world. The issues are then analysed across specific challenges in five continents where these projects are being developed. The paper then focuses on the literature on energy justice to elaborate the type of issues being faced by renewable energy megaprojects contributing to the achievement of UN Sustainable Goal 7 and their impact on vulnerable communities where these projects are situated. Findings – Renewable energy megaprojects are rarely discussed in the project management literature on megaprojects despite their size and importance in delivering sustainable development goals. While these projects provide social benefits they also create issues of justice due to their impact of vulnerable populations living is locations where these projects are situated. The justice issues faced include procedural justice, distributive justice, recognition inequalities. The type of justice issues was found to vary intensity in the developed, emerging and developing economies. It was found that nonprofit organisations are embarking on strategies to alleviate energy justice issues in innovative ways. It was also found that, in some instances, smaller local projects developed with community participation could actually contribute more equitable to the UN sustainable development goals avoiding the justice issues posed by mega renewable energy projects. Research limitations/implications – The research uses secondary data due to which it is difficult to present a more comprehensive picture of stakeholder issues involving renewable energy megaprojects. The justice issues revealed through thesis paper with renewable energy megaprojects are also present in conventional megaprojects which have not been discussed in the project management literature. Post-COVID19 these justice issues are likely to become mor prevalent due to the pandemic’s impact on vulnerable population exacerbating the issues and increasing their severity on these populations. Therefore it is becoming even more critical to take these into account while developing renewable energy megaprojects. Practical implications – Proper identification and response to energy justice issues can help in alleviating stakeholder issues in renewable energy megaprojects. Social implications – Contributes to the equitable achievement of the United Nations Sustainable Development Goal 7. Originality/value – This paper addresses a gap in the project management literature on the exploration of stakeholder issues on renewable energy megaprojects. It also brings out the importance of justice issues which can assist in expanding stakeholders issues faced by megaprojects as these issues have not received sufficient attention in the past in the project management literature.

Project Management Journal 53(6) s. 543-546 Doi: https://doi.org/10.1177/87569728221128878

Project Management Journal 54(1) s. 35-51 Doi: https://doi.org/10.1177/87569728221125924

Governance of interorganizational networks for joint project execution has become a popular research theme in recent years. However, little is known about how the knowledge in this field is structured and how to further develop it based on the given structure. This systematic literature review identifies three main categories of literature in this field: design of network governance, network performance, and theory in network governance. Each of these categories is further divided into subcategories, which are assessed for the timely development and current state of knowledge. This provides the foundation for the development of a research agenda, which includes configurational understanding of network governance design, governing for temporary organizing particularities, and level-crossing theoretical development.

International Journal of Project Management 40(4) s. 332-346 Doi: https://doi.org/10.1016/j.ijproman.2022.04.004

While project governance research is burgeoning, the prevalence of a structural focus and project business perspective may impede the understanding of governing practices and contextual interaction. Therefore, we adopt a multidisciplinary systematic review and begin by scrutinizing the main topics, theories, and methodologies of project governance research. Then, and most importantly, we elaborate a comprehensive framework with four alternative archetypes: organizational project governance, organizational project governing, institutional project governance, and institutional project governing. These four archetypes extend previous views and clarify the underlying commonalities and differences among different project governance studies. Moreover, we identify the practice turn and contextual turn as two promising shifts for conceptualizing the governance phenomenon as an ongoing process interacting with a broader societal context. Our findings will not only help scholars to recognize the lived experience and situated contexts of governing practices, but also encourage them to generate dialogs across different archetypes and the theory-practice gap.

Project Management Journal 53(3) s. 215-218 Doi: https://doi.org/10.1177/87569728221088107

Production planning & control (Print) 35(10) s. 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.

Megaproject Leaders s. 12-20

International Journal of Project Management 40(1) s. 64-75 Doi: https://doi.org/10.1016/j.ijproman.2021.10.001

Increasingly, scholars are recognising the importance of resilience in projects. However, there is a lack of research on the resilience of temporary inter-organisational projects while considering the intricate relationship among multiple stakeholder organisations. We conducted an embedded comparative case study to investigate the mechanisms how stakeholder relationships involving prior ties and inter-organisational governance in the project support its resilience. Our results show that few prior ties among stakeholders keep them vigilant, fostering the readiness and preparedness for resilience, while many prior ties keep social solidarity among stakeholders, fostering the response and recovery for resilience. Contractual and relational governance improves resilience by clarifying stakeholders’ roles and responsibilities and forming collective cognition, respectively. We believe a plural governance design based on prior ties among stakeholders will improve resilience of the inter-organisational project, by promoting dynamically distributed and centralised stakeholder engagement in preparing, responding and recovering from the unexpected.

Megaproject Leaders s. 288-297

Oxford University Press

A new theory of balanced leadership in projects Leadership is not static. Instead, authority in projects shifts dynamically between project managers, individual team members, and sub-teams, depending on the situation. Leadership may be exercised through a vertical, horizontal, shared, or distributed leadership approach. However, balanced leadership ensures the best suitable approach is used in any given situation. Based on an award-winning global program of research studies, Balanced Leadership is a thorough investigation of balanced leadership in projects. Ralf Müller, Nathalie Drouin, and Shankar Sankaran present a project-specific leadership approach as well as a theory of balanced leadership, and the situations in which different strategies are required. They also outline the five building blocks that enable balanced leadership: nomination of team members, identification of potential leaders, selection and empowerment of leaders, empowered leadership and its governance, and leadership transition. The book explains the coordination of these building blocks through the socio-cognitive space shared by project manager and team. Using real-life case studies and clear examples, this book offers a new way of considering and utilizing dynamic leadership in project settings.

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.

Edward Elgar Publishing

Megaproject Leaders s. 101-118

Project Management Journal 52(5) s. 415-417 Doi: https://doi.org/10.1177/87569728211037774

Project Management Journal 52(5) s. 415-417

Megaproject Leaders s. 270-287

Journal of Management in Engineering 37(6) s. 1-12 Doi: https://doi.org/10.1061/(ASCE)ME.1943-5479.0000975

This research aims to link leadership and employees’ well-being in the architecture, engineering, and construction (A/E/C) industry while focusing on horizontal leadership, which is displayed by subordinates, and job burnout among remaining team members. Based on social information processing theory and conservation of resource theory, we propose a moderated mediation model. We hypothesize that the presence of a horizontal leader (HL) in A/E/C project teams is related to remaining team members’ job burnout, which is mediated by perceived career opportunity (PCO). However, the relationship between HL’s presence and PCO changes from significantly positive among project team members with relatively low status conflict to significantly negative among team members with relatively high status conflict. The relationship between HL’s presence and job burnout is also reversed. The results of a scenario study (Study 1) using Masters of Engineering Management candidates as the sample (N=150) and a field survey (Study 2) involving 313 real team members support our hypotheses. Theoretical and practical implications of these findings are discussed.

Project Management Journal 52(6) s. 577-591 Doi: https://doi.org/10.1177/87569728211042509

Based on social comparison theory and organizational justice, this research explores how Guanxi with the horizontal leader (HL) influences coworker turnover intention. We used the snowball sampling method to collect survey data from 203 employees in 22 project teams. Overall, Guanxi with the HL had an indirect influence on turnover intention through perceived distributive justice pertaining to HL identification. Additionally, procedural justice had a negative, cross-level moderating effect on the relationship between Guanxi with the HL and perceived distributive justice. However, the individual-level moderating role of interactional justice was not supported. Theoretical and managerial implications of these findings are discussed.

Project Management Journal 52(6) s. 592-606 Doi: https://doi.org/10.1177/87569728211044908

The complexity, internal and external risks, and significant social impact of megaprojects make their organizational resilience particularly important. To survive potential adversities, megaproject organizational resilience depends on collective mindfulness. Drawing on an attention-based view, this study investigates the mechanisms of collective mindfulness for megaproject organizational resilience as a process that functions prior to, during, and after recovery from crises. The results from analyzing six embedded crisis events in two megaprojects indicate that collective mindfulness influences organizational resilience processes through the mechanisms of awareness allocation, emotional detachment, and attention alignment. The study's theoretical and practical implications are discussed.

Project Management Journal 54(4) s. 394-409 Doi: https://doi.org/10.1177/87569728211015850

This study focuses on crises in megaprojects and on the strategies used to cope with them. The context examined is the Islamabad–Rawalpindi Metro, a megaproject in Pakistan. Our empirical data comprise semistructured interviews, illustrative materials, and archival data, analyzed using grounded theory. In the crisis management model, we divide crises into four categories: (1) internal technical/economic; (2) internal social; (3) external technical/economic; and (4) external social crises; and link them to six distinct coping strategies: communication, coordination, resource mobilization, planning and multitasking, negotiation, and compensation. We observe that the first three of these strategies are generic in nature, whereas the three latter are crisis-specific strategies.

Magma forskning og viten s. 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.

Handbook of Systems Sciences s. 501-527 Doi: https://doi.org/10.1007/978-981-13-0370-8_14-1

Project Management Journal 51(3) s. 239-241 Doi: https://doi.org/10.1177/8756972820916340

IEEE transactions on engineering management 69(6) s. 3339-3351 Doi: https://doi.org/10.1109/TEM.2020.3041609

Balanced leadership theory conceptualizes that in projects leadership authority bounces back and forth between different roles in situational contingency, and is controlled by the project manager. One of these roles is the horizontal leader—a team member appointed by the project manager to lead the project through a particular issue or crisis. This article investigates the transition at the end of a horizontal leader's assignment and the morphostatic or morphogenetic consequences for future assignments, stemming from the “fit” between the horizontal leader's work with the expectations that led to his/her appointment. A realist social theory and transition theory perspective is taken with 30 interviews in eight case companies. A model for transition in balanced leadership is abductively developed. Variables identified are context, conditions, actors, mechanism, criteria, and outcomes. Results explain the nature and change of assignment conditions, as well as the (dis)continuation decisions on horizontal leader roles at the end of their assignment. A theory is developed that describes the transfer event, with its variables and their interaction. This provides for an extension of the theory of balanced leadership. Practitioners can apply the study's insights to steer the process of horizontal leader appointment and its (dis-)continuation to desired outcomes.

Project Management Journal 51(5) s. 556-572 Doi: https://doi.org/10.1177/8756972820912562

Through an exploratory multiple-case study in the context of project-based organizations in China, this study aims to identify the antecedents that facilitate three prevalent types of ambidexterity, namely, structural, sequential, and contextual ambidexterity. To understand and theorize on this phenomenon, seven case studies with 76 qualitative interviews were held. The results show that unpredictable and changing environments set the enabling context for ambidexterity, whereas design choices involving dimensions of structure, processes, empowerment, rewards, and human resource policies serve as structural antecedents. The managers and employees who respectively behave in supportive and initiative ways ultimately trigger different types of ambidexterity.

Systems research and behavioral science 37(5) s. 813-826 Doi: https://doi.org/10.1002/sres.2744

Despite cost and schedule overruns and benefits shortfalls, megaprojects (which are large‐scale projects that typically cost over a billion dollars and take years to develop and build) continue to be promoted and built creating a megaproject paradox. Prominent megaproject scholar Bent Flyvbjerg (2014) argued that this could be motivated by four ‘sublimes’—technological, political, economic and aesthetic that drive new megaprojects being put forward despite their poor performance. Recent evidence shows that better governance practices are helping to improve the overall performance of megaprojects. Despite the United Nations setting 17 sustainable development goals (SDGs) to be achieved by 2030, there are severe shortfalls in initiatives from governments, public organizations and private businesses endangering the achievement of targets set for these goals. In addition, time is running out to achieve these goals with only a decade left. The current initiatives contributing to these goals appear to be focused on individual SDGs even though many of these are interrelated. This article proposes that if politicians, engineers and scientists, businesses leaders and design thinkers could be motivated by a ‘sustainability sublime’ to create megaprojects that contribute to SDGs, it could benefit both the society and the planet. It also argues that a more integrated view of UN SDGs and a suitable governance structure should be applied to ensure that megaprojects created as a result of the sustainability sublime deliver benefits towards achieving UN SDGs.

Project Management Journal 51(6) s. 579-581 Doi: https://doi.org/10.1177/8756972820963316

International Journal of Managing Projects in Business 14(1) s. 205-230 Doi: https://doi.org/10.1108/IJMPB-01-2020-0033

The purpose of this article is to investigate collaboration in project management research. Although the literature shows an increase in collaboration between scientists and social scientists for various reasons, it is unclear how and why such collaboration takes place in project management research. The literature does show that co-authorship of articles published in project management journals is on the rise due to increased collaboration between researchers in developed countries and emerging economies as well as developing countries. However, no detailed study has been conducted to investigate how such collaboration occurs in practice in project management research. This article addresses this gap.

International Journal of Managing Projects in Business 13(3) s. 616-647 Doi: https://doi.org/10.1108/IJMPB-02-2019-0042

Followership is the free will recognition of leadership in the commitment toward realization of the collectively adopted organization vision and culture. The purpose of this paper is to identify the relationship between project managers’ leadership and their followership. Most project managers are both leaders and followers at the same time, but research typically investigates only their leadership. This ignores followership as an important aspect in understanding and predicting behavior, and further in the selection of project managers

International Journal of Managing Projects in Business 12(2) s. 512-514

International Journal of Project Management 37(4) s. 582-598 Doi: https://doi.org/10.1016/j.ijproman.2019.02.006

Horizontal leadership is temporary and often short-term compared with vertical leadership. Therefore, the role identity of horizontal leaders' is more difficult to be legitimated. In this study, we investigated how different factors interact and work in concert to influence horizontal leaders' role identity (hereafter, HLs' role identity). A sequential mixed method approach was chosen to conduct this research. Twenty-four interviews were analysed, and we identified eleven influencing factors associated with HLs' role identity. Subsequently, a sample of 150 questionnaires was analysed by using fuzzy-set qualitative comparative analysis (fsQCA) to ascertain the collective effect of different influencing factors on HLs' strong and weak role identities. The results showed that high job complexity, intrinsic rewards, self-efficacy and personal expectations were the necessary conditions for HLs' strong role identity. The lack of expectations of other team members was the only necessary condition that resulted in HLs' weak role identity. Based on the 13 configurations of HLs' strong and weak role identities that were obtained from this research, we formed an HLs' role identity model. It was found that the expectations of other project team members together with empowerment by project managers are the most common and effective ways to establish HLs' strong role identity. Through a comparison, experienced and less experienced team members take different paths towards a strong or weak role identity. The theoretical and managerial implications are discussed.

Project Management Journal 50(4) s. 499-513 Doi: https://doi.org/10.1177/8756972819847876

The contemporary discourse on organizational project management (OPM) complements project, program, and portfolio management with emerging elements, such as governance, projectification, the project management office (PMO), and organizational design. This creates the need for an integrated model that defines the content and roles in OPM. This article addresses this by conceptually developing a seven-layered model that organizes 22 OPM elements, ranging from the corporate level to the management of individual projects. A theory is developed to explain the interaction of the elements and the layers within the model.

Project Management Journal 50(1) s. 3-5 Doi: https://doi.org/10.1177/8756972818817625

International Journal of Managing Projects in Business 13(2) s. 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.

International Journal of Project Management 37(7) s. 896-911 Doi: https://doi.org/10.1016/j.ijproman.2019.07.002

This paper examines how to design project control modes to improve knowledge integration under different types of uncertainty. Uncertainty can be the precondition of project control choice, and it gives rise to the differing relations between project control (behavior, outcome, clan and self) and knowledge integration. We have conducted a multiple case study from the engineering, software, machinery and infrastructure industries, and examined the project controls design effectively dealing with high uncertainties. On the basis of control theory and knowledge-based theory, this article compares project control modes impact from the three knowledge integration dimensions of efficiency, scope and flexibility. Findings suggest that behavior control improves knowledge integration efficiency under uncertainty related to computational complexity, self-control improves knowledge integration efficiency under uncertainty related to project novelty, clan control enhances knowledge integration flexibility under uncertainty related to ambiguity of user requirements, outcome control enhances knowledge integration scope under uncertainty related to technological complexity. These findings are integrated into a model of the choice of project controls. Implications of these results are drawn, and directions for future research are suggested.

International Journal of Managing Projects in Business 12(4) s. 845-868 Doi: https://doi.org/10.1108/IJMPB-04-2018-0090

Silencing behavior among project team members (PTM) poses a potential threat to project results. Hence, breaking silence in projects is critical to motivate team members and beneficial for project outcomes. The purpose of this paper is to examine the relationship between transformational leadership (TL) of project manager (PM) and silence behavior of PTMs. It proposes a mediating role of feeling trusted (FT) to fill this gap by conducting an empirical research. A theoretical model was developed and a series of hypotheses were proposed based on existing literature. Then, regression analysis was conducted on a sample of 219 team members of a diverse set of projects in China. The paper empirically shows that TL of PM is significantly negatively related to team members’ defensive and prosocial silence (PS), but not with their acquiescence silence. In addition, the study also discovered that team members’ FT mediates the effects of TL on team members’ defensive and PS. This study contributed to the project management literature by showing that feeling trusted link the relationship between TL of PM and PTMs’ silence. The studies’ findings also contribute to the silence theory in project context through discussions of the rationale behind the main effects. Practical implication is provided for PMs that making the most of TL can reduce the silence of PTM, through building trusted feelings. The limitation to this study is the research setting regarding culture-related issues that focused only on projects in China. This research is one of the early studies that address the issue of silence behavior in project context, which is a contribution to the coordination and communication in project management.

Edward Elgar Publishing

Project Management Journal 50(3) s. 263-265 Doi: https://doi.org/10.1177/8756972819840141

International Journal of Information Systems and Project Management 7(2) s. 5-17 Doi: https://doi.org/10.12821/ijispm070201

Considerable confusion prevails in the mutual positioning and relationship of concepts like management, leadership, governance and governmentality in projects. This article first develops a framework to distinguish these terms conceptually by use of Archer’s structure and human agency philosophy. This provides for clearer conceptualization and lesser redundancy in the use of terms. Then the interaction between governance and governmentality in the context of projectsis assessed, using a contingency theory perspective. This addresses long-standing questions about the nature of the impact of governance and governmentality on each other and on project and organizational performance. The results show that higher levels of project sovereignty (as a measure of governance), are associated with lower levels of authoritarian, but higher levels of neo-liberal governmentality, as well as higher levels of project and organizational performance. The article continues with a discussion of the theoretical implications from different perspectives of causality, which provides for different approaches to improve project performance through deliberate fine-tuning of governance and governmentality.

Singaporean Journal of Business Economics, and Management Studies 6(8) s. 1-11 Doi: https://doi.org/10.12816/0048621

The purpose of this paper is to conceptualize temporary organizing as a practopoietic system. We critically review the current conceptualizations of projects; from the traditional project management perspective, and the temporary organization perspective using a systems approach. By juxtaposing the characteristics of the project with a system, we argue that traditional project management is akin to an autopoietic system while temporary organizations may be conceptualized as an allopoietic system. However, these conceptualizations are inadequate to explain the dynamics of the project- the internal workings and its interaction with the environment, as well as the complexity associated in such dynamics. Hence, we reiterate the need to consider the emerging conceptualization of projects as temporary organizing. We position temporary organizing as a practopoietic system that sufficiently explains the dynamics of project within itself, and with the environment while considering the complexity associated with such arrangements.

Project Management Journal 49(4) s. 3-4 Doi: https://doi.org/10.1177/8756972818776152

International Journal of Project Management 36(7) s. 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.

International Journal of Project Management 36(1) s. 1-3

Project Management Journal 49(5) s. 1-2 Doi: https://doi.org/10.1177/8756972818791650

International Journal of Project Management 36(7) s. 913-924 Doi: https://doi.org/10.1016/j.ijproman.2018.06.002

Using the framework of balanced leadership in projects, we explore how horizontal leadership is governed. Previous research in project governance has focused on control and trust as the main mechanisms of governance. We apply this approach to the leadership field and investigate the nature of governance of temporary horizontal leaders in projects through contextual enablers, mechanisms, structures, practices and process. We argue that control and trust unfolds in particular combinations of the above items. Based on a study of different projects in Lithuania, we provide insights and discuss characteristics of trust and control, as exercised in the governance of horizontal leadership.

International Journal of Managing Projects in Business 11(4) s. 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.

Project Management Journal 49(3) s. 3-4 Doi: https://doi.org/10.1177/8756972818770855

Management and Organizational Studies 5(3) s. 29-42 Doi: https://doi.org/10.5430/mos.v5n3p29

International Journal of Project Management 36(1) s. 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 36(1) s. 95-107 Doi: https://doi.org/10.1016/j.ijproman.2017.05.011

Balanced leadership in projects describes the dynamic transition of leadership authority between the project manager and one or more team members. Within this concept, the present study investigates the context, criteria, and processes for identifying project team members as candidates for the role of horizontal leader. Five case studies, followed by validation interviews were conducted in China. Results show that structure and agency by the project manager set the context, wherein professionality, personality and attitudinal characteristics of team members are evaluated for identification. This is executed in two parallel processes, where the project manager evaluates, develops and assesses candidates, and the team members evaluate their situation, compete with others, develop their skills, and look for guidance from the project manager. Managerial and theoretical implications are discussed.

Leadership, Innovation and Entrepreneurship as Driving Forces of the Global Economy - Proceedings of the 2016 International Conference on Leadership, Innovation and Entrepreneurship (ICLIE) s. 609-618 Doi: https://doi.org/10.1007/978-3-319-43434-6_52

Cambridge Handbook of Organizational Project Management s. 186-199 Doi: https://doi.org/10.1017/9781316662243.018

Cambridge Handbook of Organizational Project Management s. 75-91 Doi: https://doi.org/10.1017/9781316662243.010

Cambridge University Press

Cambridge Handbook of Organizational Project Management s. 9-18 Doi: https://doi.org/10.1017/9781316662243.004

International Journal of Project Management 35(3) s. 378-392 Doi: https://doi.org/10.1016/j.ijproman.2017.01.007

This study investigates the role of governance and governmentality in project and organizational success. Results from 121 responses to a worldwide survey provided for profiling of different governance and governmentality approaches at different levels of success, and quantitative investigation of the relationships between them. Results support the model of governmentality being positively related with both project level and organizational level success. Governance as structural context variable moderates this relationship. Moderation takes place at the project level through the governance mechanisms (trust and control) influencing the strength of the relationship, and at the organizational level through governance complexity, measured as the number of governance institutions involved in projects, influencing the form of the relationship. Contingency theory serves as a theoretical lens to interpret and discuss the findings, as well as theoretical and managerial implications.

Long Range Planning 49(6) s. 648-660 Doi: https://doi.org/10.1016/j.lrp.2016.01.001

International Journal of Project Management 34(4) s. 613-626 Doi: https://doi.org/10.1016/j.ijproman.2016.01.008

This study looks at the relationship between project governance and project success from an Agency Theory and Stewardship Theory perspective. For that project governance was operationalized respectively as a) the extent of shareholder versus stakeholder orientation and b) the extent of behavior versus outcome control, both exercised by the parent organization over its project. A cross-sectional, worldwide online survey yielded 254 usable responses. Factor and regression analyses indicate that project success correlates with increasing stakeholder orientation of the parent organization, while the types of control mechanisms do not correlate with project success. Results support the importance of stewardship approaches in the context of successful projects.

Governance and Governmentality for Projects: Enablers, Practices and Consequences s. 181-194

Routledge

Project Management Journal 47.(3) s. 3-11 Doi: https://doi.org/10.1177/875697281604700301

Project Management Journal 47(3) s. 3-11 Doi: https://doi.org/10.1177/875697281604700301

Governance and Governmentality for Projects: Enablers, Practices and Consequences s. 51-66

Governance and Governmentality for Projects: Enablers, Practices and Consequences s. 36-50

Governance and Governmentality for Projects: Enablers, Practices and Consequences s. 1-10

Project Management Journal 47(6) s. 7-23 Doi: https://doi.org/10.1177/875697281604700602

The impact of multilevel level governance on the frequency of ethical issues in temporary organizations (TOs) is investigated. A structural equation model, based on a global survey, showed that behavior control, as a governance mechanism at the temporary organization (TO) level, reduces the frequency of ethical issues. This relationship is partly mediated through corporate governance, which controls ethical issues by following good governance principles. Using institutional and agency theory, we identify a substitution effect, where micro level (TO) governance substitutes for ‘holes’ in the macro level (corporate) governance. Situational contingencies for the synchronization of governance efforts across macro and micro levels are discussed.

Governance and Governmentality for Projects: Enablers, Practices and Consequences s. 107-128

Governance and Governmentality for Projects: Enablers, Practices and Consequences s. 88-104

Project Management Institute

Frontiers of Engineering Management (FEM) 3(1) s. 39-49 Doi: https://doi.org/10.15302/j-fem-2016015

International Journal of Managing Projects in Business 9(2) s. 364-388 Doi: https://doi.org/10.1108/IJMPB-03-2015-0025

Governance and Governmentality for Projects: Enablers, Practices and Consequences s. 69-87

International Journal of Project Management 34(6) s. 957-969 Doi: https://doi.org/10.1016/j.ijproman.2016.05.002

Governance and Governmentality for Projects: Enablers, Practices and Consequences s. 27-35

International Journal of Project Management 34(6) s. 1043-1056 Doi: https://doi.org/10.1016/j.ijproman.2016.05.005

International Journal of Management Development 1(3) s. 229-245 Doi: https://doi.org/10.1504/ijmd.2016.076553

Governance and Governmentality for Projects: Enablers, Practices and Consequences s. 173-180

Governance and Governmentality for Projects: Enablers, Practices and Consequences s. 11-24

Project Management Journal 46(2) s. 73-89 Doi: https://doi.org/10.1002/pmj.21472

Project Management Journal 46(2) s. 3-5

International Journal of Project Management 33(2) s. 251-253 Doi: https://doi.org/10.1016/j.ijproman.2014.10.001

International Journal of Project Management 33(6) s. 1377-1392 Doi: https://doi.org/10.1016/j.ijproman.2015.03.005

International Journal of Managing Projects in Business 8(1) s. 154-176 Doi: https://doi.org/10.1108/IJMPB-04-2014-0036

International Journal of Project Management 33(5) s. 1098-1110 Doi: https://doi.org/10.1016/j.ijproman.2015.01.003

Advancing Human Resource Project Management s. 489-512 Doi: https://doi.org/10.1002/9781118915912.ch18

Gower Handbook of Project Management s. 477-490 Doi: https://doi.org/10.1016/j.ijproman.2014.04.005

Project Management Journal 45(4) s. 39-54 Doi: https://doi.org/10.1002/pmj.21432

International Journal of Managing Projects in Business 7(4) s. 544-546

International Journal of Project Management 32(8) s. 1411-1422 Doi: https://doi.org/10.1016/j.ijproman.2014.01.010

International Journal of Project Management 33(4) s. 839-851 Doi: https://doi.org/10.1016/j.ijproman.2014.07.008

International Journal of Project Management 32(8) s. 1346-1357 Doi: https://doi.org/10.1016/j.ijproman.2014.04.005

International Journal of Project Management 32(8) s. 1309-1320 Doi: https://doi.org/10.1016/j.ijproman.2014.03.007

Project Management Journal 45(4) s. 2-6 Doi: https://doi.org/10.1002/pmj.21442

Novel Approaches to Organizational Project Management Research: Translational and Transformational s. 320-347 Doi: https://doi.org/10.1002/pmj.21472

Project Management Journal 44(2) s. 4-19 Doi: https://doi.org/10.1002/pmj.21326

Copenhagen Business School Press

The Journal of Project, Program and Portfolio Management 4(1) s. 11-29 Doi: https://doi.org/10.5130/pppm.v4i1.2610

Project Management Journal 44(1) s. 59-76 Doi: https://doi.org/10.1002/pmj.21321

This explorative paper develops a relational typology of PMOs based on their roles with stakeholders. A multi-case study was used to identify these roles PMOs in multiple-PMO settings. A three dimensional role space allows locating the complex relational profiles that PMOs take on in respect to their stakeholders in practice. Super-ordinate, sub-ordinate and co-equal roles were identified in a framework of servicing, controlling and partnering in organizations. While servicing (subordinate role profile) and controling (super-ordinate role profile) support organizational effectiveness and exploitation of knowledge, partnering (co-equal role profile) creates the slack necessary for potential exploration of new knowledge.

Novel Approaches to Organizational Project Management Research: Translational and Transformational s. 136-161

Copenhagen Business School Press

International Journal of Project Organisation and Management 5(4) s. 312-333 Doi: https://doi.org/10.1504/IJPOM.2013.058380

Projects play a key role in implementing strategy. Organizations of all kinds implement projects. As the importance of the projects grow, their monitoring and controlling becomes crucial for strategy achievement. However, non-project based organizations lack distinctive project management approaches, their projects are controlled and monitored by the inherent control system of the functional organization. Several studies highlighted the variance in organizational control mechanisms. However, there is a dearth of these studies done in the context of project. One recent study done by Nieminen and Lehtonen (2008) however, done in a program context and focusing on organizational change revealed three organizational control mechanisms and 23 control tools being used in four case programs. Building on studies outlining the need for a contingency between project type and project management approach, this study focuses on understanding how the control mechanisms vary across different types of projects executed by non-project based organizations employing the project classification developed by Turner and Cochrane (1993). A qualitative study employing semi-structured interviews was conducted with nine project managers of seven companies from China and Nepal. The study revealed the dominance of distinct organizational control mechanisms contingent on type of project, even though there was presence of all types of organizational control mechanisms in the sampled projects. Furthermore, the application of the control tools within a control mechanism varied across projects of similar type. Results are important for organizations with little project orientation in order to align their control mechanisms to the types of projects they have.

Copenhagen Business School Press

Project Management Journal 44(4) s. 26-44 Doi: https://doi.org/10.1002/pmj.21350

This study investigates the variety of ethical decisions of project managers and their impact from corporate governance and project governance structures. The roles of personal trust and system trust as a mechanism to steer ethical decision making in different governance settings is explored. Nine qualitative case studies in Europe, Asia, and Australia show that ethical decision making is contingent on trust, which in turn is contingent on the fulfillment of personal expectations within a given governance structure. The findings show the prerequisites for ethical decision making and the consequences of lack of trust. Further managerial and theoretical implications are discussed.

International Journal of Project Management 30(6) s. 639-651 Doi: https://doi.org/10.1016/j.ijproman.2012.01.004

Large projects are notorious for erosion of value during execution. Decisions made by project managers have a significant impact on the strategic value of the asset delivered, and those decisions depend on the information feed on which they are based. This study uses theories of organizational behaviour, decision-making and program management to investigate the impact of information feed used by project managers on the strategic value delivered by mega projects in the oil&gas industry. A global survey of 69 managers of mega-projects was conducted. Results showed that information feed to project managers significantly influences the strategic value created by megaprojects. Also some moderating effects of contextual factors on this relationship were found. The contextual factors that influenced project manager decision-making relate to what they perceived to be Senior Management drivers for their projects. However the hypothesised moderating influence of project manager experience on decision-making was not found – an interesting observation. It was found that the extent to which project managers feel in control should influence the scope and quality of information-feed that should be sought. Four risk areas were observed as significant to long-term value creation from megaprojects: government relations; host community relations; contract management and procurement; and the influence of multi-location execution.

International Journal of Managing Projects in Business 5(4) s. 757-775 Doi: https://doi.org/10.1108/17538371211269040

Project Management Institute

International Journal of Project Management 30(5) s. 621-635 Doi: https://doi.org/10.1016/j.ijproman.2012.01.016

This study explores how absorptive, innovative and adaptive capabilities within early project phases affect project and portfolio performance in pharmaceutical and biotechnology R&D organizations. A sequential qualitative – quantitative mixed method was used with 18 interviews and 80 responses to an online survey. The results show effects of absorptive, innovative and adaptive capabilities on short- and long-term project performance and portfolio performance. Absorptive and adaptive capabilities are the primary contributors to the performance outcome, whereas innovative capabilities are a minor contributor. Managerial and theoretical implications are discussed.

International Journal of Project Management 30(8) s. 865-876 Doi: https://doi.org/10.1016/j.ijproman.2012.02.002

This research investigates patterns of knowledge governance practices in project-based organizations (PBOs). Five propositions about knowledge governance in PBOs were deductively and empirically tested using qualitative data from 82 interviews. The results were triangulated with those of prior studies. Results indicate that knowledge governance practices in PBOs are impacted by structural and situational factors, such as being a subsidiary or standalone PBO, a PBO striving for excellence or not, as well as some preconditions, such as the executives’ competence in project governance. The results show that informal governance mechanisms are more useful than formal when it comes to knowledge creating processes. Governance of informal knowledge creating mechanisms appear to be complex for executives and their preconceptions showed either to be enablers or barriers to productive knowledge governance practices. Executive’s competence and preconditions, concerning aspects like human capabilities and attitudes to professional ethos, seems to impact knowledge governance strategies. In subsidiary PBOs knowledge governance provides practitioners with proper assistance to avoid unbeneficial situations of having knowledge silos among loosely coupled islands.

Project Management Journal 43(1) s. 37-49 Doi: https://doi.org/10.1002/pmj.20286

Growth in the use of programs has led to a requirement of understanding what constitute program success. A measurement construct for program success, which comprises four dimensions, namely, delivery capability, organizational capability, marketing capability and innovative capability was developed based on 172 responses to a worldwide web-based questionnaire to program managers. Analysis of variance (ANOVA) and canonical correlation analysis were applied to test for the relationship between program success and program context. Results showed that the measurement construct for program success was stable over different types of program contexts. It provides a tool for further investigation into program success assessment.

Academy of Business Research Journal s. 43-66

IEEE transactions on engineering management 59(1) s. 77-90 Doi: https://doi.org/10.1109/TEM.2011.2114350

We investigate the moderating effect of project complexity on the relationship between leadership competences of project managers and their success in projects. Building on existing studies in leadership and project management we assess the impact of emotional (EQ), intellectual (IQ) and managerial (MQ) leadership competences on project success in different types of project complexities. A cross-sectional survey using the Leadership Dimensions Questionnaire (LDQ) and project results questions yielded 119 responses, which were assessed for their type and level of complexity, measured as complexity of fact, faith and interaction. Analysis was done through factor analysis and moderated hierarchical regression analysis. Results show that EQ and MQ are correlated with project success, but are differently moderated by complexity. The relationship between EQ and project success is moderated by complexity of faith. The relationship between MQ and project success is moderated by complexity of fact and faith. Complexity of interaction has a direct effect on project success. ANOVA and non-parametric tests showed the means and medians of EQ, IQ, MQ, complexity of faith, fact and interaction do not significantly vary across different project types. This suggests using these three complexity types as a common language to research and learning across different project types.

China Publishing House of Electronics Industry

Project Governance

International Journal of Project Management 29(8) s. 947-959 Doi: https://doi.org/10.1016/j.ijproman.2011.02.003

IEEE Vehicular Technology Conference (VTC) Proceedings Doi: https://doi.org/10.1109/VETECS.2011.5956222

The Oxford handbook of project management s. 297-320

Project Management Journal 42(5) s. 42-56 Doi: https://doi.org/10.1002/pmj.20259

This article explores project management offices (PMOs) through community of practice theory. Preliminary results from a national health care case study are used to confirm the legitimacy of this approach. Today’s knowledgebased economy calls for mechanisms to share knowledge. The issue of making more with less is at stake in order to reuse good practices, support innovative practice, and prevent the reinvention of the wheel. Members of these communities are at the heart of the learning process. The originality of this research is that it sheds light on PMOs in a new theoretical perspective within the field of knowledge management.

BI Leadership Magazine

International Journal of Managing Projects in Business 4(1) s. 82-104 Doi: https://doi.org/10.1108/17538371111096908

Project Management Journal 41(4) s. 30-45 Doi: https://doi.org/10.1002/pmj.20191

Baltic Journal of Management 5(3) s. 307-329

International Journal of Project Management 28 s. 437-448

Gower Publishing Ltd.

Building organizational memories : will you know what you knew? s. 97-114

International Journal of Managing Projects in Business 2(2) s. 198-216

Handbook of research on technology project management, planning, and operations s. 59-74

Project Management Journal 39(3) s. 28-42

European Management Journal 25(4) s. 289-309

International Journal of Project Management 25(1) s. 21-32

Project Management Journal 38(2) s. 84-92

Project Management Journal 37(1) s. 52-66

IEEE Engineering Management Review 34(3) s. 110-127

International Journal of Project Management 23(5) s. 398-403

Project Management Journal 36(2) s. 49-51

Project Management Journal 36(4) s. 19-31

European Management Journal 21(3) s. 327-338

International Journal of Project Management 21(1) s. 1-7

International Journal of Project Management 21(5) s. 345-354

Project Management 7(1) s. 44-51