Projectification in Western economies: A comparative study of Germany, Norway and Iceland

Schoper, Yvonne-Gabriele; Wald, Andreas; Ingason, Helgi Þór; Friðgeirsson, Þórður Víkingur

doi:10.1016/j.ijproman.2017.07.008

Cited by 183 publications

(200 citation statements)

References 21 publications

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“…[12]. The earlier observed 'projectification' of societies [4], justifies this societal perspective. However, the role of projects in society is not limited to economic value.…”

supporting

confidence: 54%

“…Today, organizations in all types of industries are undertaking projects as a growing part of their business activities, even when their core business processes are repetitive [3]. As a recent study into the position of projects in three Western European countries showed that projects account for roughly one third of all economic activity [4], a 'projectification' of society [5] can be observed. Following this development, a growing number of authors (for example [6,7]) point out that the role projects play in society requires a more holistic and societally oriented approach to project management.…”

Section: Introductionmentioning

confidence: 99%

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Exploring Responsible Project Management Education

Silvius

Schipper²

2018

Education Sciences

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As projects are evolving from tactical level 'tasks' to societally-relevant 'instruments of change', the theories, methods, and practices of project management need to evolve, too. Academic programs on project management, logically, should be frontrunners in this development, which calls for societally-relevant and 'responsible' project management education. Following the model of the United Nations Principles for Responsible Management Education, some first ideas on what Responsible Project Management Education should entail developed. The study presented in this article uses meta-synthesis to explore the meaning and characteristics of responsible project management education. The study concludes nine characteristics that provide a conceptual starting point for more empirical research on the topic.

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“…[12]. The earlier observed 'projectification' of societies [4], justifies this societal perspective. However, the role of projects in society is not limited to economic value.…”

supporting

confidence: 54%

Section: Introductionmentioning

confidence: 99%

Exploring Responsible Project Management Education

Silvius

Schipper²

2018

Education Sciences

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“…In PBOs, projects are the main way work is organised and resources are internally and externally allocated (Bakker, DeFillippi, Schwab, & Sydow, 2016;Miterev, Mancini, & Turner, 2017). Written about for decades in academic fields including operations management, strategic management, and more recently HRM (Bredin & Söderlund, 2011;Keegan, Huemann, & Turner, 2012), PBO's importance increases with the projectification of organisations and societies (Schoper et al, 2018). Organisations in both public and private sectors (Godenhjelm, Lundin, & Sjöblom, 2015) increasingly adopt project-based working.…”

Section: Project-based Organisationsmentioning

confidence: 99%

“…Project‐based organisations (hereafter PBOs) are becoming more prominent in many countries and industries (Lundin et al, ; Schoper, Wald, Ingason, & Friðgeirsson, ). Throughout this paper, we refer to polyadic HRM (Human Resource Management) systems to emphasise that HRM systems in PBOs involve at least four but potentially more actors in shifting configurations.…”

Section: Introductionmentioning

confidence: 99%

Doing it for themselves? Performance appraisal in project‐based organisations, the role of employees, and challenges to theory

Keegan

Hartog

2018

Human Res Mgmt Journal

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We explore performance appraisal in project‐based organisations and provide novel insights into appraisal processes in this context. These include the central role of employees in orchestrating the appraisal process, the multiple actors that have input to appraisal including project managers, the distance between employees and their official line managers, and the weak coordinating role of human resource specialists in these systems. We draw attention to the drawbacks of current theorising on appraisal to predict and explain outcomes from appraisal systems that are not premised on stable line manager/employee dyads. Theorising based primarily on social exchange theories needs to be reconsidered in this context and new theories developed. We also question how human resource specialists can better support employees, and managers of all kinds, in their implementation roles in polyadic human resource management systems to ensure transparency, equity, and fairness of appraisal processes in a project‐based organisational context.

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“…Project work is of importance in the public and private sector for growing and mature industries alike, with the emphasis on the industries that seem to be especially project-intensive: advertising, automotive, consulting, IT, entertainment, media and pharmaceutical [29,6,30]. The work is performed by cross-functional project teams comprised of people with the specific competencies [6], usually coordinated by the project manager responsible not only for the proper functioning of the team, but also for the successful delivery of project deliverables [31,32,4].…”

Section: Temporary Organizing Project-mentioning

confidence: 99%

Work motivation and temporary organizing – an overview of the state and perspectives of reward practices in project-based organizations

Klindžić¹,

Vlahov²

2019

Proceedings of the 5th IPMA SENET Project Management Conference (SENET 2019)

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Projects, project-oriented or project-driven companies have emerged as the most popular forms of temporary organizing in the last couple of decades. While marginalized in the past, people factor has appeared as one of the most important factors of project success, and human resource management issues are consequently generating more knowledge on principles and practices of motivating and rewarding individuals and team members in project-based organizations. In this review paper, a desk-research was undertaken in order to analyse available studies on motivating and rewarding project teams, and several research questions that can potentially fill in the gaps present in the literature were revealed. More precisely, conclusions and research gaps were divided into five broad areas: (1) cross-sectional nature of data gathered by available studies, (2) separation of available motivation and reward practices examined in research so far, (3) generic application of reward practices and conclusions without taking into account independent characteristics of individuals, organizations and industries, (4) potential application of new reward management concepts to project teams, and (5) reward management problems related to various roles and responsibilities of project management stakeholders. Keywordstemporary organizing, project-based organizations, work motivation, reward management, human resource management5th IPMA SENET Project Management Conference (SENET 2019)

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Projectification in Western economies: A comparative study of Germany, Norway and Iceland

Cited by 183 publications

References 21 publications

Exploring Responsible Project Management Education

Exploring Responsible Project Management Education

Doing it for themselves? Performance appraisal in project‐based organisations, the role of employees, and challenges to theory

Work motivation and temporary organizing – an overview of the state and perspectives of reward practices in project-based organizations

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