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  • 1.
    Erkul, Mehmet
    et al.
    Eastern Mediterranean University, Department of Civil Engineering, Famagusta, North Cyrus.
    Yitmen, Ibrahim
    Jönköping University, School of Engineering, JTH, Civil Engineeering and Lighting Science. Department of Civil Engineering, Eastern Mediterranean University, Famagusta, Cyprus.
    Celik, Tahir
    Cyprus International University, Department of Civil Engineering, Nicosia, North Cyprus.
    Dynamics of stakeholder engagement in mega transport infrastructure projects2019In: International Journal of Managing Projects in Business/Emerald, ISSN 1753-8378, E-ISSN 1753-8386, ISSN 1753-8378Article in journal (Refereed)
    Abstract [en]

    Purpose – The purpose of this paper is to investigate the practice of stakeholder engagement as a social network dynamics for stakeholder satisfaction and project success in the lifecycle of mega transport infrastructure projects (MTIPs).

    Design/methodology/approach – Hypotheses indicating the positive relationships between stakeholders’ effective attributes, stakeholder engagement as social network dynamics and project success through stakeholders’ satisfaction have been developed. Based on a questionnaire survey and semi-structured interviews, responses have been gathered from the representative groups and organizations on their social network dynamics for their satisfaction and project success. A hypothesized structural equation model has been tested using AMOS statistical software package.

    Findings – The analysis highlighted the engagement of the stakeholders within the strategic intents of the project with the public needs and expectations. The model depicts the processes of building social network models based on the capturing of the project’s data in relation to the stakeholders’ communication and satisfaction across the key issues for success in the lifecycle of MTIP.

    Practical implications – The model is applicable on most MTIP with a diverse stakeholder base and the underlying complexity associated with the community participation and consultation processes. The model will also support wider stakeholder engagement in the planning of MTIP with optimal operationalization and service delivery from a community perspective.

    Originality/value – The research involves an approach for rationalizing the stakeholder engagement policies of the MTIPs by providing an empirically grounded model simultaneously linking various aspects of stakeholder effective attributes, stakeholder engagement and their relationships to stakeholder satisfaction and project success in MTIPs.

  • 2.
    Godenhjelm, Sebastian
    et al.
    University of Helsinki, Finland.
    Lundin, Rolf A.
    Jönköping University, Jönköping International Business School, JIBS, Business Administration. Jönköping University, Jönköping International Business School, JIBS, Media, Management and Transformation Centre (MMTC).
    Sjöblom, Stefan
    University of Helsinki, Finland.
    Projectification in the public sector – the case of the European Union2015In: International Journal of Managing Projects in Business/Emerald, ISSN 1753-8378, E-ISSN 1753-8386, Vol. 8, no 2, p. 324-348Article in journal (Refereed)
    Abstract [en]

    Purpose

    The purpose of this paper is to establish an understanding of what projectification means, how projectification is driven forward, as well as what the consequences of projectification are in an European Union (EU) context, and in the public sector in general.

    Design/methodology/approach

    The research methods consist of a literature review as well as a meta-analysis of key EU policy documents related to the functioning of regional development and projects. The paper shows that structural developments brought forth by a projectification in a public sector context have significant consequences.

    Findings

    Without contextually sensitive interlinking mechanisms between temporary and permanent structures projects risk losing their flexible and innovative qualities, and may fragment the ability of permanent organisations for maintaining coordination and continuity. The findings suggests that the proximity of permanent organisations, the discretion of entrepreneurship, the political priority of the task, the inclusion of competencies and interests, and the quality of transfer mechanisms are essential variables in explaining the outcome of temporary organisations in a politico-administrative context.

    Research limitations/implications

    The paper contributes to the literature on projects in a public sector context and suggests that comparative research on the drivers and consequences of public sector projectification in supranational as well as national contexts is needed.

    Practical implications

    The increasing requirements for applied project management skills and methods as criteria for project selection in the public sector highlight the importance of a broader theoretical and practical understanding of projectification.

    Originality/value

    The paper adds a new dimension to the projectification debate by presenting a descriptive and conceptual discussion about the consequences of public sector projectification in an EU context. It complements an existing theory of the temporary organisation and takes the first steps towards a theory applicable to projectification in a public context.

  • 3.
    Jacobsson, Mattias
    et al.
    Jönköping University, School of Engineering, JTH, Civil Engineeering and Lighting Science. Umeå University, Umeå, Sweden.
    Lundin, Rolf A.
    Jönköping University, Jönköping International Business School, JIBS, Media, Management and Transformation Centre (MMTC).
    World views on projects and society2019In: International Journal of Managing Projects in Business/Emerald, ISSN 1753-8378, E-ISSN 1753-8386, Vol. 12, no 2, p. 238-241Article in journal (Other academic)
  • 4.
    Jacobsson, Mattias
    et al.
    Umeå School of Business and Economics, Umeå University, Umeå, Sweden.
    Lundin, Rolf A.
    Jönköping University, Jönköping International Business School, JIBS, Media, Management and Transformation Centre (MMTC).
    Söderholm, Anders
    Mid Sweden University, Sundsvall, Sweden.
    Towards a multi-perspective research program on projects and temporary organizations: Analyzing the Scandinavian turn and the rethinking effort2016In: International Journal of Managing Projects in Business/Emerald, ISSN 1753-8378, E-ISSN 1753-8386, Vol. 9, no 4, p. 752-766Article in journal (Refereed)
    Abstract [en]

    Purpose

    The purpose of this paper is to describe and analyze important parts of the contemporary development of project research and to outline plausible and desirable directions for the future.

    Design/methodology/approach

    This is accomplished through a review of the “Scandinavian School of Project Management” and “Rethinking Project Management,” which is complemented with a set of questions distributed to 27 active researchers within the project research field from around the world.

    Findings

    Through the analysis the authors show how the two streams have more similarities than differences, despite the fact that they have been initiated in very different contexty 8ts and ways. The authors could also conclude that the “Scandinavian School” appears stronger on the international scene than in the Nordic countries, and that general perception of what the “school” stands for has changed and been blurred with time. Based on the analysis the authors also proposed the need for a broad, more coherent research effort in terms of a multi-perspective research program on projects and temporary organizations. The essence of this would be: an action research profile to improve practice and foresee the future; a combined research focus on institutional change and project practice to ensure both theoretical and empirical progress; and a strong global perspective to further enrich both theory and practice.

    Research limitations/implications

    This research has obvious limitations in terms of empirical scope and response selection. The questionnaire results should therefore be interpreted with care.

    Originality/value

    The value of this research lies in its reflective nature and the proposed trajectory of the project research domain.

  • 5.
    Kuura, Arvi
    et al.
    Pärnu College, University of Tartu Ülikool, Pärnu, Estonia.
    Lundin, Rolf A.
    Jönköping University, Jönköping International Business School, JIBS, Media, Management and Transformation Centre (MMTC). Jönköping University, Jönköping International Business School, JIBS, Business Administration.
    Process perspectives on entrepreneurship and projects2019In: International Journal of Managing Projects in Business/Emerald, ISSN 1753-8378, E-ISSN 1753-8386, Vol. 12, no 1, p. 25-47Article in journal (Refereed)
    Abstract [en]

    Purpose: The purpose of this paper is to integrate research on entrepreneurship and projects by applying process perspectives on these two fields with the ambition to shed light on how this kind of alternative perspectives can be used to further the fields in research and practice.

    Design/methodology/approach: This conceptual paper is based on previous research efforts in the two fields and on how they have been treated in the past. Business process research is introduced to enrich notions on how the two areas can be combined.

    Findings: By rearranging thinking about projects, entrepreneurship and processes, and through introducing the notion of “chunks”, the authors illustrate how different types of business processes in different types of project contexts can be coordinated through orchestration and/or choreography.

    Research limitations/implications: The research made for this conceptual paper has been thorough. However, the literature is huge, so the reservation must be made that the authors might have missed some important trends. Anyway, there are implications for how research and analyses of data can be used with the thinking described.

    Originality/value: Combining various lines of research is not common as illustrated by the lack of studies combining entrepreneurship and projects; therefore, by adding process notions and “chunk” reasoning, this paper opens up for innovation and renewal in research. To the authors’ knowledge this approach is new. 

  • 6.
    Lundin, Rolf A.
    Jönköping University, Jönköping International Business School, JIBS, Business Administration. Jönköping University, Jönköping International Business School, JIBS, Media, Management and Transformation Centre (MMTC).
    A tribute to Timothy L. Wilson: the professor, the mentor, the person and his accomplishments2014In: International Journal of Managing Projects in Business/Emerald, ISSN 1753-8378, E-ISSN 1753-8386, Vol. 7, no 4, p. 720-725Article in journal (Refereed)
    Abstract [en]

    Purpose

    – The purpose of this paper is to describe a useful mentorship experience from the perspective of the current author. It is a one case study at the same time as it opens up for reflections on mentorship in a variety of contexts with implications for academia.

    Design/methodology/approach

    – Storytelling and reflections for the sake of reviving the notions of mentorship in academia by paying tribute to a trusted mentor.

    Findings

    – The story is about how the mentorship evolved as part of a friendship relation, but the story has also implications for how mentoring can be developed as a personal strategy.

    Originality/value

    – Mentoring can either be planned as a deliberate process or it can just happen, growing out of experiences from working with another person.

  • 7.
    Lundin, Rolf A.
    Jönköping University, Jönköping International Business School, JIBS, Business Administration.
    Book review of "Reconstructing Project Management" by P.W. G. Morris, International Journal of Managing projects in Business, 7(1): 158 - 1612013In: International Journal of Managing Projects in Business/Emerald, ISSN 1753-8378, E-ISSN 1753-8386, Vol. 7, no 1, p. 158-161Article in journal (Other academic)
  • 8.
    Lundin, Rolf A.
    et al.
    Jönköping University, Jönköping International Business School, JIBS, ESOL (Entrepreneurship, Strategy, Organization, Leadership). Jönköping University, Jönköping International Business School, JIBS, Media, Management and Transformation Centre (MMTC).
    Hällgren, Markus
    Umeå University.
    Current foci of Nordic approaches to project research2013In: International Journal of Managing Projects in Business/Emerald, ISSN 1753-8378, E-ISSN 1753-8386, Vol. 6, no 1Article in journal (Other academic)
  • 9.
    Lundin, Rolf A.
    et al.
    Jönköping University, Jönköping International Business School, JIBS, ESOL (Entrepreneurship, Strategy, Organization, Leadership).
    Söderholm, Anders
    Mid Sweden University, Sundsvall, Sweden.
    Temporary organizations and end states: A theory is a child of its time and in need of reconsideration and reconstruction2013In: International Journal of Managing Projects in Business/Emerald, ISSN 1753-8378, E-ISSN 1753-8386, Vol. 6, no 3, p. 587-594Article in journal (Refereed)
    Abstract [en]

    Purpose – The purpose of this paper is to respond to the research note on the article “A theory on temporary organizations” by reminding readers about the lack of timelessness in the social sciences and alluding to some alternative theory formulations.

    Design/methodology/approach – By describing/analyzing the context within which “A theory” was developed, the notion that any theory is a child of its time is explicated. Thus, an understanding for the need for reconsideration and reconstruction in social science theory is created.

    Findings – A necessary step in the work is to come up with ideas as to how crucial elements get transformed and is related to social development. The argument is that when it comes to the use of the word project is under change which creates a tension as to the appropriate realm for a theory of temporary organizations. A theory building on the notion of end state appears to be useful.

    Practical implications – A theory incorporating the notion of end state opens up for new ideas on how to manage projects. The traditional project management guidelines might inhibit good solutions to focused behavior. An end state approach is more open for changes in the environment and in ambitions.

    Originality/value – The theme opens up for less rigid approaches in relation to traditional project management. The crucial role that planning beforehand is considered to have will be transformed to other mechanisms, triggering planning and rethink.

  • 10.
    Lundin, Rolf A.
    et al.
    Jönköping University, Jönköping International Business School, JIBS, Business Administration. Jönköping University, Jönköping International Business School, JIBS, Media, Management and Transformation Centre (MMTC).
    Tryggestad, Kjell
    Copenhagen Business School, Denmark.
    Guest editorial2015In: International Journal of Managing Projects in Business/Emerald, ISSN 1753-8378, E-ISSN 1753-8386, Vol. 8, no 1, p. 5-8Article in journal (Other (popular science, discussion, etc.))
1 - 10 of 10
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