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A project as a workplace Observations from project managers in four R&D and project-intensive companies.
KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management. Karolinska Institutet, Sweden.ORCID iD: 0000-0001-7108-4094
2015 (English)In: International Journal of Project Management, ISSN 0263-7863, Vol. 33, no 4, 828-838 p.Article in journal (Refereed) Published
Abstract [en]

Projects and project management work present what would seem to be a paradox. Although business and industrial companies regard projects as strategic vehicles for innovation and growth, it is doubtful whether project managers are seen as a similarly strategic asset, due to their working environment. This article, which is based on interviews conducted at four major Scandinavian companies, describes several empirical cases of a project as a workplace. In line with previous research we observe a challenging and in many cases exposed situation for many project managers. Our main finding is that a considerable part of what makes up a non-sustainable project work environment stems from the imbalance of power that exists between permanent and temporary organisational forms. The article concludes that a process of "deprojectification" of project employees, i.e. making the distinction between line and project work less distinct in organisations may actually lead to more sustainable project work.

Place, publisher, year, edition, pages
2015. Vol. 33, no 4, 828-838 p.
Keyword [en]
Permanent organisation, Project as workplace, Project managers, Sustainable work, Temporary organisation
National Category
Economics and Business
URN: urn:nbn:se:kth:diva-166888DOI: 10.1016/j.ijproman.2014.10.002ISI: 000353088400011ScopusID: 2-s2.0-84925242758OAI: diva2:818032

QC 20150608

Available from: 2015-06-08 Created: 2015-05-21 Last updated: 2015-08-05Bibliographically approved

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