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  • 1.
    Chronéer, Diana
    et al.
    Luleå University of Technology, Department of Computer Science, Electrical and Space Engineering, Computer Science.
    Backlund, Fredrik
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering.
    A Holistic View on Learning in Project-Based Organizations2015In: Project Management Journal, ISSN 8756-9728, E-ISSN 1938-9507, Vol. 46, no 3, p. 61-74Article in journal (Refereed)
    Abstract [en]

    Although researchers have over the years highlighted the importance of managing and supporting learning in project-based settings, it still seems to be problematic. New project management capabilities are needed, such as systems thinking, which will allow project-based organizations to better cope with learning in the organizations. This article explores how Swedish project-based organizations within an engineering and construction context manage and support learning activities today and discusses, with the support of process management literature, how an “organizational-wide project learning process” could improve the prerequisites for learning in project-based organizations. Our findings from three project-based organizations indicate a lack of a holistic perspective on project learning. A conceptual model is proposed, with the aim of validating and promoting process thinking by introducing, for example, new roles responsible for intra- and inter-project learning, respectively.

  • 2.
    Chronéer, Diana
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering.
    Bergquist, Bjarne
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering.
    Managerial complexity of R&D projects in process industry: a Swedish study2012In: Project Management Journal, ISSN 8756-9728, E-ISSN 1938-9507, Vol. 43, no 2, p. 21-36Article in journal (Refereed)
    Abstract [en]

    Process industries often have features that differ from other businesses, such as round-the-clock production and costly and specialized production processes—features that have not been dealt with in the project management literature. We highlight and identify the complexity of R&D projects in the Swedish process industry and its interrelated process development and product development activities based on results from interviews and a case study. The different competence areas in which a project manager must integrate and manage R&D projects is illustrated. We conclude that a project manager needs both production and product-related competence, including customers' processes

  • 3.
    Eriksson, Per-Erik
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Leiringer, Roine
    University of Hong Kong, Department of Real Estate & Construction.
    Szentes, Henrik
    Luleå University of Technology, Department of Civil, Environmental and Natural Resources Engineering, Industrilized and sustainable construction.
    The Role of Co-creation in Enhancing Explorative and Exploitative Learning in Project-Based Settings2017In: Project Management Journal, ISSN 8756-9728, E-ISSN 1938-9507, Vol. 48, no 4, p. 22-38Article in journal (Refereed)
    Abstract [en]

    We study how co-creation practices influence explorative and exploitative learning in five collaborative construction projects with partnering arrangements. Drawing on a longitudinal case study, our findings reveal two different types of explorative learning processes (i.e., adaptation and radical development) and three different exploitative learning processes (i.e., incremental development, knowledge sharing, and innovation diffusion). Furthermore, co-creation practices enhance adaptation, radical development, and incremental development, which are typical intra-project learning processes. Co-creation practices do not, however, enhance knowledge sharing and innovation diffusion across projects. These findings concur with previous insights that the temporary and one-off nature of projects makes inter-project learning problematic.

  • 4.
    Johansson, Christian
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Hicks, Ben
    Department of Mechanical Engineering, University of Bath.
    Larsson, Andreas
    Department of Design Sciences, Faculty of Engineering, Lund University.
    Bertoni, Marco
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Knowledge maturity as a means to support decision making during product-service systems development projects in the aerospace sector2011In: Project Management Journal, ISSN 8756-9728, E-ISSN 1938-9507, Vol. 42, no 2, p. 32-50Article in journal (Refereed)
    Abstract [en]

    Streamlining new product development forces companies to make decisions on preliminary information. This paper considers this challenge within the context of project management in the aerospace sector, and in particular the development of product-service systems. The concept of knowledge maturity is explored as a means to provide practical decision support, which increases decision makers' awareness of the knowledge base and supports cross-boundary discussions on the perceived maturity of available knowledge, thereby identifying and mitigating limitations. Requirements are elicited from previous research on knowledge maturity in the aerospace industry and a knowledge maturity model is developed through five industry-based workshops.

  • 5.
    Sundqvist, Erik
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering.
    The Role of Project Managers as Improvement Agents In Project-Based Organizations2019In: Project Management Journal, ISSN 8756-9728, E-ISSN 1938-9507, Vol. 50, no 3, p. 376-390Article in journal (Refereed)
    Abstract [en]

    We propose that the project manager is implicitly expected to participate in and contribute to continuous improvement in Project-Based Organizations.This paper explores how the project management literature treats the project manager in relation to improving overall PBO performance. The results, supported by case study insights, indicate implicit expectations of the project manager to contribute to organization-level PBO improvement. We argue that, if organization-level improvement should be part of project management practice in PBOs, as promoted in project management literature, the role of improvement agent needs to be formalized for the project manager.

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