Development paths of project managers: What and how do project managers learn from their experiences?

Savelsbergh, C.M.J.H.; Havermans, L.A.; Storm, Peter M.

doi:10.1016/j.ijproman.2016.02.005

Cited by 57 publications

(74 citation statements)

References 45 publications

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“…They hold that project work and the increasing use of project teams result in individualized career patterns that have far-reaching implications for organizational learning and development. Savelsbergh, Havermans, and Storm (2016) also draw indirectly on concepts associated with boundaryless careers in framing the types of competencies that theory indicates are required by project managers throughout their careers. They note that project managers need to be proactive in shaping their own career paths because they continuously move from project to project, and thus have to look for opportunities themselves rather than depend on organizational support.…”

Section: Theoretical Perspectives Shaping Careers Researchmentioning

confidence: 99%

Crafting Project Managers’ Careers: Integrating the Fields of Careers and Project Management

Akkermans

Keegan

Huemann

et al. 2019

Project Management Journal

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Project managers experience unique careers that are not yet sufficiently understood, and more people than ever before are pursuing such careers. The research on project management and careers is therefore urgently needed in order to better understand the processes and systems shaping the careers of project managers. We address this gap by reviewing several key career theories and constructs and examining how these are mobilized to understand project managers’ careers in existing research. Our main conclusion is that boundaryless career theory has been the dominant career perspective in project management research, whereas other career theories—specifically protean career theory, social cognitive career theory, career construction theory, and sustainable career theory—are far less often mobilized as a basis for studies. We also find that some of the most popular constructs in careers research, such as career success and employability, have been used in recent project management research. However, their use in these studies is often implicit and does not necessarily leverage existing work from the careers field. We argue that there is strong potential for further and more systematic integration between project management and careers research in order to enrich both fields, and we offer a research agenda as a starting point.

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Section: Theoretical Perspectives Shaping Careers Researchmentioning

confidence: 99%

Crafting Project Managers’ Careers: Integrating the Fields of Careers and Project Management

Akkermans

Keegan

Huemann

et al. 2019

Project Management Journal

View full text Add to dashboard Cite

show abstract

“…Bredin, 2008;Bredin & S€ oderland, 2013;H€ olzle, 2010;Lloyd-Walker et al, 2016), competency development (e.g. Ahadzie et al, 2008;Ekrot et al, 2016;Medina & Medina, 2014;Savelsbergh et al, 2016), citizenship behavior (Ferreira et al, 2013), or the effects of project work on the well-being of individuals (Asquin et al, 2010;Turner et al, 2008;Zika-Viktorsson et al, 2006).…”

Section: Discussion and Implications For Hrm Researchmentioning

confidence: 99%

Human resource management in project-based organizations: revisiting the permanency assumption

Samimi

Sydow

2020

The International Journal of Human Resource Management

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With the aim of portraying the future of the field, HRM scholars have repeatedly proposed new research domains and perspectives. Unusual forms of organization do not, however, play a major role in these proposals, even if they have gained some importance in practice. A case in point relates to temporary forms of organization in general and project-based organizations in particular. In this paper, after outlining the evolution of HRM as a discipline, we will systematically review top-tier HRM journals as well as other management journals over a period of two decades. Findings reveal that HRM research concentrates mostly on only one dimension of temporary organizing, i.e. temporary employment, and adheres otherwise to the assumption of the permanency or at least longevity of organizations. We argue that theorizing HRM beyond the permanency assumption is not only urgently needed in face of spreading forms of project-based organizing, but also offers unique potentials to study HRM problems, including those of international HRM.

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“…Authors who do not refer at all to the sector in which projects are make up the second group, including Savelsberg et al (2016) and Damm & Schindler (2002).…”

Section: Approaches To Defi Ning Diff Erences Between Public-sector Amentioning

confidence: 99%

A framework for analysing differences between public-sector and other-sector projects

Gasik¹

2018

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Objectives: The purpose of this paper is to create a model of public-sector and other-sector projects. Research Design & Methods: An extensive review of literature was performed. The snowball approach was applied for collecting relevant papers. Models of differences between public-sector organisations and other organisations were chosen as the reference models for building a model for project level. Findings: There are differences between managerial processes between public-sector and other-sector projects in all project management areas (integration management, scope management, cost management, schedule management, quality management, hr management, communications management, risk management, procurement management, and stakeholder management). Hence the most adequate model for explaining these differences is the dimensional model. Implications / Recommendations: Project managers will be able to better align their managerial methods to the sector in which project are implemented. For instance, in public-sector projects in the area of HR management motivation should be more focused on non-financial factors. Contribution / Value Added: The proposed model is the first, original, comprehensive model describing the differences between public-sector and other-sector projects.

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Development paths of project managers: What and how do project managers learn from their experiences?

Cited by 57 publications

References 45 publications

Crafting Project Managers’ Careers: Integrating the Fields of Careers and Project Management

Crafting Project Managers’ Careers: Integrating the Fields of Careers and Project Management

Human resource management in project-based organizations: revisiting the permanency assumption

A framework for analysing differences between public-sector and other-sector projects

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