Change search
Link to record
Permanent link

Direct link
BETA
Szentes, Henrik
Publications (10 of 10) Show all publications
Szentes, H. (2018). Reinforcing cycles involving inter- and intraorganizational paradoxical tensions when managing large construction projects. Construction Management and Economics, 36(3), 125-140
Open this publication in new window or tab >>Reinforcing cycles involving inter- and intraorganizational paradoxical tensions when managing large construction projects
2018 (English)In: Construction Management and Economics, ISSN 0144-6193, E-ISSN 1466-433X, Vol. 36, no 3, p. 125-140Article in journal (Refereed) Published
Abstract [en]

In recent years, scholars have shown a growing interest in combining control and flexibility when organizing and managing large construction projects, in contrast with the traditional focus on control. Prior research recognizes that there is a paradoxical tension between control and flexibility, meaning that, while both approaches make sense individually, they appear impossible to combine. Large construction projects are interorganizational, which means that tensions between interorganizational control/flexibility coexist with tensions between intraorganizational direction/empowerment, but the interplay and possible reinforcing cycles involving the two tensions have rarely been investigated in prior research. A multiple case study of four large construction projects with three rounds of interviews show how intraorganizational direction/empowerment can influence interorganizational control/flexibility and vice versa, and demonstrate both vicious and virtuous reinforcing cycles that involve the two types of tensions. Therefore, contributing to the project management and construction management literature, it is argued that employing a systemic approach when studying interorganizational projects is essential. A systemic paradox perspective can reveal interdependencies between tensions at different organizational interfaces, improve the understanding of how individuals in all managerial positions interplay, and explain how reinforcing cycles emerge and develop; this is important to recognize when organizing, staffing and managing large construction projects.

Place, publisher, year, edition, pages
Taylor & Francis, 2018
National Category
Construction Management
Research subject
Construction Engineering and Management
Identifiers
urn:nbn:se:ltu:diva-63118 (URN)10.1080/01446193.2017.1315826 (DOI)2-s2.0-85017622607 (Scopus ID)
Note

Validerad;2018;Nivå 2;2018-02-01 (svasva)

Available from: 2017-04-24 Created: 2017-04-24 Last updated: 2018-11-15Bibliographically approved
Szentes, H. (2016). Organizational tensions when managing interorganizational projects: Applying a paradox perspective on large construction projects in Sweden (ed.). (Doctoral dissertation). Paper presented at . : Luleå tekniska universitet
Open this publication in new window or tab >>Organizational tensions when managing interorganizational projects: Applying a paradox perspective on large construction projects in Sweden
2016 (English)Doctoral thesis, comprehensive summary (Other academic)
Alternative title[sv]
Organisatoriska spänningar vid organisering av interorganisatoriska projekt : Tillämpning av ett paradoxperspektiv på stora byggprojekt i Sverige
Abstract [en]

Over the years, technological developments and societal changes have forced companies to modify their organizing practices. Companies operating in the construction sector are no exception, but due to their project-based structure, it is more difficult to coordinate change initiatives. Indeed, the construction sector is often described as conservative and unwilling to adopt change. However, there is a growing interest and ambition within the construction sector to develop and implement new ways of working. In addition, the need to adapt organizing practices of large construction projects due to societal changes is particularly strong because large construction projects are very dependent on a wide range of societal stakeholders.Changes in organizing practices as well as contextual changes often create new and intensify existing organizational tensions. Because most large construction projects span organizations, tensions can emerge and develop at several organizational interfaces. For instance, tensions related to control and flexibility can emerge between the client and the contractor, within each of these parties, but also between the project organization and societal stakeholders. Another type of tension relevant to construction projects is between the exploitation of current knowledge to perform efficiently today and the exploration of new knowledge in order to innovate for tomorrow’s demands. The abovementioned tensions have a paradoxical nature, meaning that although both elements in the tension make sense, they appear to be impossible to combine. Yet, applying a paradox perspective on organizational tensions recognizes that both elements are required when organizing. Moreover, prior research has shown that due to interdependencies between different organizing activities, responses to tensions may evolve into reinforcing cycles, substantially impacting performance. Therefore, the aim of this thesis is to create an improved understanding of the dependencies between tensions at different organizational interfaces in large construction projects by applying a paradox perspective. Empirical material was drawn from a qualitative study of seven large construction projects in Sweden, including three rounds of interviews during a four-year period, site visits, and reading of project documentation. All projects had an original contract sum of at least 50 million Euros and durations over several years; they included both transport infrastructure and building projects. An initial analysis of changes that project managers in large construction projects perceived in their role due to changing external and internal conditions provided a better understanding of the origin and nature of tensions in contemporary large construction projects, resulting in Paper I. Moreover, specific questions on the subject of exploration/exploitation during the first round of interviews provided input to Papers II and III. The two concluding rounds of interviews focused on dependencies between the tensions related to control/flexibility at different organizational interfaces and, analyzed using a paradox perspective, resulted in Papers IV and V. This thesis contributes to the construction management literature by showing that despite institutional barriers, substantial changes in the organizing practices of large construction projects have occurred over the years. However, the statements and attitudes exhibited by several interviewees indicate that the construction sector’s reputation for being conservative has become institutionalized, blocking creativity and favoring exploitation over exploration. This thesis also contributes to the literature on managing large construction projects by showing that distinguishing between interorganizational and intraorganizational aspects is essential to achieving a better understanding of the dependencies between organizing activities. For instance, analyses using a systemic paradox perspective showed that tensions related to control/flexibility coexist at both interorganizational and intraorganizational interfaces and that there are interdependencies between the two tensions, resulting in reinforcing cycles. For example, urges from client governance to their project manager to increase control of the contractor translated into an increase of control over the contractor project manager by his/her governance forum in order to retain the contractor’s flexibility. This triggered further controls by the client, and so on, in a vicious cycle of control. Similarly, this thesis demonstrates that in order to better understand how exploration and exploitation in large construction projects is dependent on intraorganizational strategies and decisions, it is fruitful to apply a systemic paradox perspective and simultaneously analyze both intraorganizational and interorganizational aspects.In addition, this thesis contributes to the literature on paradoxical tensions by identifying tensions and reinforcing cycles simultaneously nested across both inter- and intraorganizational interfaces, thus further calling for a systemic view of paradoxical tensions.For practitioners it is therefore essential to reflect not only which project managers to appoint in large construction projects, but also simultaneously thoughtfully chose members of each governance forum to avoid vicious cycles to occur.

Place, publisher, year, edition, pages
Luleå tekniska universitet, 2016. p. 81
Series
Doctoral thesis / Luleå University of Technology 1 jan 1997 → …, ISSN 1402-1544
National Category
Construction Management
Research subject
Construction Engineering and Management
Identifiers
urn:nbn:se:ltu:diva-17961 (URN)60ec380c-64c7-4a1e-8e11-f6406673b292 (Local ID)978-91-7583-654-6 (ISBN)978-91-7583-655-3 (ISBN)60ec380c-64c7-4a1e-8e11-f6406673b292 (Archive number)60ec380c-64c7-4a1e-8e11-f6406673b292 (OAI)
Note
Godkänd; 2016; 20160615 (hensze); Nedanstående person kommer att disputera för avläggande av teknologie doktorsexamen. Namn: Henrik Szentes Ämne: Byggproduktion /Construction Engineering and Management Avhandling: Organizational Tensions when Managing Interorganizational Projects Applying a Paradox Perspective on Large Construction Projects in Sweden Opponent: Senior Lecturer Paul W Chan, School of Mechanical, Aerospace and Civil Engineering, University of Manchester, Storbritannien. Ordförande: Professor Thomas Olofsson, Avdelningen för Industriellt och hållbart byggande, Institutionen för samhällsbyggnad och naturresurser, Luleå tekniska universitet, Luleå. Tid: Fredag 16 september, 2016 kl 09.15 Plats: E246, Luleå tekniska universitetAvailable from: 2016-09-29 Created: 2016-09-29 Last updated: 2017-11-24Bibliographically approved
Szentes, H. & Eriksson, P.-E. (2016). Paradoxical Organizational Tensions between Control and Flexibility When Managing Large Infrastructure Projects (ed.). Paper presented at . Journal of construction engineering and management, 142(4), Article ID 5015017.
Open this publication in new window or tab >>Paradoxical Organizational Tensions between Control and Flexibility When Managing Large Infrastructure Projects
2016 (English)In: Journal of construction engineering and management, ISSN 0733-9364, E-ISSN 1943-7862, Vol. 142, no 4, article id 5015017Article in journal (Refereed) Published
Abstract [en]

Recent socioeconomic changes have created and intensified paradoxical organizational tensions that companies in numerous industries, including the construction sector, need to address when organizing and managing their activities. The nature of these tensions has not been sufficiently explored in the existing construction management literature. Thus, this study analyzes tensions between control and flexibility at different organizational interfaces, as perceived by the managers of three large infrastructure projects that were parts of two different megaprojects in Sweden. The empirical findings highlight several tensions within three types of interfaces, that is, external, intraorganizational, and interorganizational tensions, that are important for both project managers and project owners to understand. This paper contributes to the project and construction management literature by illustrating the importance of a systemic paradox perspective, which is obtained by combining the paradox literature and principal–agent theory. A systemic paradox perspective is required to understand how tensions between control and flexibility are interpreted by different parties and how tensions in different organizational interfaces are interrelated and may be addressed to avoid suboptimization

National Category
Construction Management Other Engineering and Technologies not elsewhere specified
Research subject
Construction Engineering and Management; Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-16066 (URN)10.1061/(ASCE)CO.1943-7862.0001081 (DOI)000372809000004 ()2-s2.0-84961262619 (Scopus ID)fa5cf7a5-3ad0-4b37-abc1-89ba3e7f295b (Local ID)fa5cf7a5-3ad0-4b37-abc1-89ba3e7f295b (Archive number)fa5cf7a5-3ad0-4b37-abc1-89ba3e7f295b (OAI)
Note
Validerad; 2016; Nivå 2; 20151103 (andbra)Available from: 2016-09-29 Created: 2016-09-29 Last updated: 2018-07-10Bibliographically approved
Eriksson, P.-E., Olander, S., Szentes, H. & Widén, K. (2014). Managing short-term efficiency and long-term development through industrialized construction (ed.). Paper presented at . Construction Management and Economics, 32(1-2), 97-108
Open this publication in new window or tab >>Managing short-term efficiency and long-term development through industrialized construction
2014 (English)In: Construction Management and Economics, ISSN 0144-6193, E-ISSN 1466-433X, Vol. 32, no 1-2, p. 97-108Article in journal (Refereed) Published
Abstract [en]

There is a strong need for a productive and innovative infrastructure sector because of its monetary value and importance for the development of a sustainable society. An increased level of industrialization is often proposed as a way to improve efficiency and productivity in construction projects. In prior literature on industrialized construction, there are however neither many studies addressing more long-term aspects of innovation and sustainability nor studies within the infrastructure context. Organizational theory suggests that firms need to be ambidextrous and focus on both long-term exploration of new knowledge and technologies and short-term exploitation of current knowledge and technologies, in order to achieve sustainable development. Therefore, an investigation of how both short-term exploitative performance objectives and long-term explorative development can be addressed when implementing industrialized construction in infrastructure projects was conducted. A case study consisting of four infrastructure projects shows that the main drivers for increased industrialization are of an exploitative nature, focusing on cost savings and increased productivity through more efficient processes. The main barriers to increased industrialization are however related to both explorative and exploitative activities. Hence, by managing the identified barriers and explicitly addressing both exploitation and exploration, industrialized construction can improve both short-term efficiency and long-term innovation and sustainability.

National Category
Other Engineering and Technologies not elsewhere specified Construction Management
Research subject
Entrepreneurship and Innovation; Construction Engineering and Management
Identifiers
urn:nbn:se:ltu:diva-10467 (URN)10.1080/01446193.2013.814920 (DOI)2-s2.0-84896542504 (Scopus ID)9476e286-8a95-4990-8e21-25e94ecf6252 (Local ID)9476e286-8a95-4990-8e21-25e94ecf6252 (Archive number)9476e286-8a95-4990-8e21-25e94ecf6252 (OAI)
Note
Validerad; 2014; 20130816 (andbra)Available from: 2016-09-29 Created: 2016-09-29 Last updated: 2018-07-10Bibliographically approved
Szentes, H. & Eriksson, P.-E. (2014). Organisering och ledning av stora byggprojekt: Slutrapport för SBUF-projektet: 12451 (ed.). Paper presented at .
Open this publication in new window or tab >>Organisering och ledning av stora byggprojekt: Slutrapport för SBUF-projektet: 12451
2014 (Swedish)Report (Other academic)
Abstract [sv]

Forskning vid LTU.Flera stora byggprojekt pågår och planeras i Sverige, varav flera är skattefinansierade. Det ligger därför i både samhällets och byggbranschens parters intresse att utveckla kunskapen kring hur stora byggprojekt organiseras och leds, aktat de många samhällsförändringar som Sverige genomgått de senaste decennierna. Denna studie har följaktligen studerat hur olika samhällsförändringar påverkat förutsättningarna för stora byggprojekt, samt hur organisering och ledning såväl som utvecklingsfrågor påverkats.Ett specifikt utvecklingsområde som studerats är industriellt byggande i anläggningsbranschen. Resultaten visar på att samhällsförändringar såsom globalisering, urbanisering och teknologiska framsteg i många avseenden har ändrat förutsättningarna för stora byggprojekt, till exempel att fler intressenter måste hanteras, att tempot ökat samt att kraven på öppenhet och flexibilitet har ökat. Dessa nya förutsättningar har ibland skapat spänningar och konflikter mellan olika aspekter av att organisera och leda projekt. Ett exempel på konflikt är att rätt människor i organisationen är mer avgörande än någonsin samtidigt som LoU försvårar tillsättandet av en bra organisation samt att förekomsten av Megaprojekt leder till lokal resursbrist.Studien visar också på vikten men också utmaningarna med att skapa en organisatorisk förmåga att hantera både utnyttjandet av befintliga resurser för kortsiktig effektivitet och utforskande av långsiktiga innovationsmöjligheter. Befintliga kunskaper och metoder används ofta precis som de är utan finjusteringar, medan både ständiga förbättringar och mer radikala utvecklingsinsatser är mer ovanliga. Större utvecklingsfokus och ökad förmåga att hantera både kortsiktigt resursutnyttjande och långsiktigt utforskande kan främjas genom till exempel mer innovationsfokuserade beställare som uppmuntrar och möjliggör utveckling, incitamentsbaserade ersättningsformer samt långa och tillräckligt stora kontrakt som möjliggör upprepning, lärande och innovationsspridning mellan projekt.

Publisher
p. 11
National Category
Construction Management Other Engineering and Technologies not elsewhere specified
Research subject
Construction Engineering and Management; Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-23889 (URN)8ceb5e05-0c21-49c7-b512-b371f74fd8c3 (Local ID)8ceb5e05-0c21-49c7-b512-b371f74fd8c3 (Archive number)8ceb5e05-0c21-49c7-b512-b371f74fd8c3 (OAI)
Note
Godkänd; 2014; 20141211 (hensze)Available from: 2016-09-29 Created: 2016-09-29 Last updated: 2017-11-24Bibliographically approved
Eriksson, P.-E. & Szentes, H. (2014). Organizational ambidexterity in construction projects (ed.). In: (Ed.), (Ed.), 2014 IEEE International Conference on Management of Innovation and Technology: ICMIT 2014, Singapore; 23 - 25 September 2014. Paper presented at IEEE International Conference on Management of Innovation and Technology : 23/09/2014 - 25/09/2014 (pp. 81-86). Piscataway, NJ: IEEE Communications Society, Article ID 6942405.
Open this publication in new window or tab >>Organizational ambidexterity in construction projects
2014 (English)In: 2014 IEEE International Conference on Management of Innovation and Technology: ICMIT 2014, Singapore; 23 - 25 September 2014, Piscataway, NJ: IEEE Communications Society, 2014, p. 81-86, article id 6942405Conference paper, Published paper (Refereed)
Abstract [en]

Most organizations need to be ambidextrous by exploiting current knowledge to make profits today as well as exploring new knowledge to prepare for tomorrow's demands. The capacity to achieve both exploration and exploitation is especially problematic in project based organizations due to projects' discontinuous nature. In this study we investigate how exploration and exploitation is managed in inter-organizational projects, through a multiple case study of seven construction projects. Tentative findings show that project actors focus more on exploitation than on exploration and that exploitation often involves adopting conventional methods and solutions without any development efforts. The findings also reveal that investment in explorative innovations must be possible to exploit in the current project, since exploitation in future projects is uncertain.

Place, publisher, year, edition, pages
Piscataway, NJ: IEEE Communications Society, 2014
National Category
Construction Management Other Engineering and Technologies not elsewhere specified
Research subject
Construction Engineering and Management; Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-39866 (URN)10.1109/ICMIT.2014.6942405 (DOI)84912068640 (Scopus ID)ec74a443-a1c1-4499-b4cd-cdb2cfa6c757 (Local ID)9781479955299 (ISBN)ec74a443-a1c1-4499-b4cd-cdb2cfa6c757 (Archive number)ec74a443-a1c1-4499-b4cd-cdb2cfa6c757 (OAI)
Conference
IEEE International Conference on Management of Innovation and Technology : 23/09/2014 - 25/09/2014
Note
Godkänd; 2014; 20141209 (andbra)Available from: 2016-10-03 Created: 2016-10-03 Last updated: 2017-11-25Bibliographically approved
Szentes, H. & Eriksson, P.-E. (2014). Samhällsutveckling innebär nya förutsättningar för stora byggprojekt (ed.). Paper presented at . Samhällsbyggaren, 2014(3), 38-40
Open this publication in new window or tab >>Samhällsutveckling innebär nya förutsättningar för stora byggprojekt
2014 (Swedish)In: Samhällsbyggaren, ISSN 2000-2408, Vol. 2014, no 3, p. 38-40Article in journal (Other (popular science, discussion, etc.)) Published
Abstract [sv]

Inte sällan beskrivs byggbranschen som konservativ och motvillig till förändringar, både av folk i branschen, av forskare samt av folk i allmänhet. Likväl har byggbranschen under årens lopp genomgått ett antal förändringar, ofta som reaktioner på nya förutsättningar skapade av förändringar i det omgivande samhället. Den här artikeln redovisar hur ett antal projektledare i stora byggprojekt uppfattar att förutsättningarna för deras roll har förändrats de senaste åren, samt hur branschens självbild påverkar utvecklingen.

National Category
Construction Management Other Engineering and Technologies not elsewhere specified
Research subject
Construction Engineering and Management; Entrepreneurship and Innovation
Identifiers
urn:nbn:se:ltu:diva-6958 (URN)548e3bac-1ea1-42d6-b017-0e3bc35cdba3 (Local ID)548e3bac-1ea1-42d6-b017-0e3bc35cdba3 (Archive number)548e3bac-1ea1-42d6-b017-0e3bc35cdba3 (OAI)
Note
Godkänd; 2014; 20141211 (hensze)Available from: 2016-09-29 Created: 2016-09-29 Last updated: 2017-11-24Bibliographically approved
Eriksson, P.-E. & Szentes, H. (2013). Managing exploration and exploitation in construction projects (ed.). In: (Ed.), Ole Jonny Klakegg (Ed.), Proceedings for 7th Nordic Conference on Construction Economics and Organisation: . Paper presented at Nordic Conference on Construction Economics and Organization : 12/06/2013 - 14/06/2013 (pp. 451-460). Trondheim: Akademika forlag
Open this publication in new window or tab >>Managing exploration and exploitation in construction projects
2013 (English)In: Proceedings for 7th Nordic Conference on Construction Economics and Organisation / [ed] Ole Jonny Klakegg, Trondheim: Akademika forlag, 2013, p. 451-460Conference paper, Published paper (Refereed)
Abstract [en]

Prior research has shown that companies in various industrial contexts need to achieve both exploitation of current knowledge and technologies to make profits today, and exploration of new knowledge and technologies to adapt to changing conditions and prepare for tomorrow’s demands. The capacity to achieve both exploration and exploitation is especially problematic in project based organizations due to projects’ discontinuous nature. In spite of its theoretical and practical importance, research on exploration and exploitation in projects and project-based organizations is scarce. The purpose of this study is to investigate how exploration and exploitation is managed in construction projects. Empirical data was collected through a multiple case study involving interviews with the client’s project manager, the contractor’s project manager, and the design manager in seven construction projects. Tentative findings show that the project actors often focus more on exploitation than on exploration although they acknowledge the importance of exploration too. However, exploitation often involves adopting conventional methods and solutions based on existing knowledge without any development efforts. Time constraints in tight schedules are hindering both radical innovations and continuous developments. The findings also reveal that explorative solutions must be possible to exploit in the same project. Sufficient project size and/or long-term contracts over a series of projects therefore enhance both investments in explorative activities and exploitation through continuous developments from project to project. Exploration activities are mostly performed in early stages while the focus on exploitation strengthens as the project proceeds. Exploration is often conducted by the contractor or by the client, consultant and contractor together. Hence, in design-bid-build contracts the client and consultant often miss opportunities to explore new technical solutions. Early contractor involvement, (e.g. in Design-build contracts) thereby enable the achievement of both exploration and exploitation

Place, publisher, year, edition, pages
Trondheim: Akademika forlag, 2013
National Category
Other Engineering and Technologies not elsewhere specified Construction Management
Research subject
Entrepreneurship and Innovation; Construction Engineering and Management
Identifiers
urn:nbn:se:ltu:diva-37903 (URN)c181235c-3c52-4cee-8411-816b68a2cca5 (Local ID)9788232102730 (ISBN)c181235c-3c52-4cee-8411-816b68a2cca5 (Archive number)c181235c-3c52-4cee-8411-816b68a2cca5 (OAI)
Conference
Nordic Conference on Construction Economics and Organization : 12/06/2013 - 14/06/2013
Note
Godkänd; 2013; 20130909 (pererik)Available from: 2016-10-03 Created: 2016-10-03 Last updated: 2017-11-25Bibliographically approved
Szentes, H. & Eriksson, P.-E. (2013). Societal changes and new conditions for the management of large construction projects (ed.). Paper presented at . Open Construction & Building Technology Journal, 7, 182-192
Open this publication in new window or tab >>Societal changes and new conditions for the management of large construction projects
2013 (English)In: Open Construction & Building Technology Journal, ISSN 1874-8368, Vol. 7, p. 182-192Article in journal (Refereed) Published
Abstract [en]

The construction industry is often described as mature, conservative and resistant to change in research studies, governmental reports as well as in media. Both scholars and policy makers thereby find it critical to encourage innovation, development, and change within the construction industry. This study takes on a different perspective by investigating changes that have actually taken place. The aim is to increase the understanding of both backgrounds of changes which occurred, as well as how the changes have entailed new conditions for the management of large construction projects in Sweden. People working as clients' project manager, contractors' project manager or design manager were interviewed to obtain their perceived views on changes influencing the execution of large construction projects. Substantial changes have taken place creating new conditions for the management of large construction projects and a better understanding of these new conditions is important when planning for new projects. Changes within the field are often reactions to societal changes, and thus often implemented in an uncoordinated way creating sub-optimization and problems for the personnel. It seems as if the reputation of the construction industry being conservative has become an institution it-self amongst many professionals within the industry, potentially creating a self-fulfilling prophecy

National Category
Other Engineering and Technologies not elsewhere specified Construction Management
Research subject
Entrepreneurship and Innovation; Construction Engineering and Management
Identifiers
urn:nbn:se:ltu:diva-14249 (URN)d999826d-3138-4639-ba19-eb56633f2143 (Local ID)d999826d-3138-4639-ba19-eb56633f2143 (Archive number)d999826d-3138-4639-ba19-eb56633f2143 (OAI)
Note
Validerad; 2013; 20140704 (andbra)Available from: 2016-09-29 Created: 2016-09-29 Last updated: 2017-11-24Bibliographically approved
Eriksson, P.-E., Szentes, H., Olofsson, T. & Lagerqvist, O. (2012). Hinder och drivkrafter för industriellt anläggningsbyggande: Underlagsrapport till Produktivitetskommittén, Näringsdepartementet (ed.). Paper presented at . : Näringsdepartementet
Open this publication in new window or tab >>Hinder och drivkrafter för industriellt anläggningsbyggande: Underlagsrapport till Produktivitetskommittén, Näringsdepartementet
2012 (Swedish)Report (Other academic)
Place, publisher, year, edition, pages
Näringsdepartementet, 2012
National Category
Other Engineering and Technologies not elsewhere specified Construction Management
Research subject
Entrepreneurship and Innovation; Construction Engineering and Management
Identifiers
urn:nbn:se:ltu:diva-23355 (URN)6a139312-28db-4e6b-a489-c4068145f0e4 (Local ID)6a139312-28db-4e6b-a489-c4068145f0e4 (Archive number)6a139312-28db-4e6b-a489-c4068145f0e4 (OAI)
Note
Godkänd; 2012; Bibliografisk uppgift: Statens offentliga utredningar 2012:39; 20130909 (pererik)Available from: 2016-09-29 Created: 2016-09-29 Last updated: 2017-11-24Bibliographically approved
Organisations

Search in DiVA

Show all publications