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  • 1.
    Crevani, Lucia
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Economics and Management (Div.) (closed (20130101). KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Gender, Organisation and Management (closed (20130101).
    Palm, Kristina
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Work Science (closed 20130101).
    Sköld, David
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Economics and Management (Div.) (closed (20130101).
    Engwall, Mats
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Economics and Management (Div.) (closed (20130101).
    Utmaningar och kuskapsbehov: Om innovation, ledning och organisering i nio olika tjänsteföretag2009Report (Other academic)
  • 2.
    Engwall, Mats
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Jakten på det effektiva projektet1995 (ed. 1)Book (Other academic)
  • 3.
    Engwall, Mats
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    No Project is an island: Linking Projects to History and Context2003In: Research Policy, ISSN 0048-7333, E-ISSN 1873-7625, Vol. 5, no 32, 789-808 p.Article in journal (Refereed)
  • 4.
    Engwall, Mats
    KTH, School of Industrial Engineering and Management (ITM).
    PERT: Polaris and the realities of project execution2012In: International Journal of Managing Projects in Business/Emerald, ISSN 1753-8378, E-ISSN 1753-8386, Vol. 5, no 4, 595-616 p.Article in journal (Refereed)
  • 5. Engwall, Mats
    Produktutveckling bortom kunskapens gränser: mot en osäkerhetens grammatik2004Collection (editor) (Other academic)
    Abstract [sv]

    Produktutveckling bortom kunskapens gränser behandlar utvecklingsprojekt som ligger utanför ett företags tidigare erfarenheter. Detta är projekt som ofta genomförs under hög osäkerhet eftersom de är omöjliga att planera och specificera på förhand. Det krävs därför en beredskap för att hantera de nya upptäckter som görs under projektets genomförande. I boken diskuteras en rad centrala aspekter av produktutveckling under hög osäkerhet.

  • 6.
    Engwall, Mats
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    The Futile Dream for the Perfect Goal2002In: Beyond Project Management, Malmö: Liber, 2002Chapter in book (Refereed)
  • 7.
    Engwall, Mats
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    The Project Concept: On the Ambiguous Key Concept of Project Management1998In: Projects as Arenas for Renewal and Change, Kluwer Academic Publishers, 1998Chapter in book (Refereed)
  • 8.
    Engwall, Mats
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Jerbrant, Anna
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    The resource allocation syndrome.2003In: International journal of project management., Vol. 21, 403-409 p.Article in journal (Refereed)
  • 9.
    Engwall, Mats
    et al.
    Stockholm School of Economics.
    Jerbrant, Anna
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    The Resource Allocation Syndrome: The Prime Challenge of Multi-Project Management?2003In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 6, no 21, 403-409 p.Article in journal (Refereed)
    Abstract [en]

    This paper explores the nature of organizational settings, where a large extent of the operations is organized as simultaneous or successive projects. Anchored in qualitative case studies, the paper analyzes why the resource allocation syndrome is the number one issue for multi-project management and discusses the underlying mechanisms behind this phenomenon.

  • 10.
    Engwall, Mats
    et al.
    Stockholm School of Economics.
    Kling, Ragnar
    Stockholm School of Economics.
    Werr, Andreas
    Stockholm School of Economics.
    Models in Action: The use of Man­agement Models in Product Development Projects2005In: R &D Management, ISSN 0033-6807, E-ISSN 1467-9310, Vol. 35, no 4, 427-440 p.Article in journal (Refereed)
  • 11.
    Engwall, Mats
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Linse, Charlotta
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Kreativ på beställning: att styra designkonsulters skapandeprocesser2013In: Kreativt kapital: Om ledning och organisation i kulturella och kreativa näringar / [ed] Emma Stenström & Lars Strannegård, Stockholm: 8tto , 2013Chapter in book (Other academic)
  • 12. Engwall, Mats
    et al.
    Steinthorsson, Runolfur Smari
    Söderholm, Anders
    Temporary Organizing: A Viking Approach to Project Manage­ment Research2003In: The Northern Lights / [ed] Barbara Czarniawska & Guje Sevon, Malmö: Liber, 2003Chapter in book (Other academic)
  • 13.
    Engwall, Mats
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Svensson, Charlotta
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Cheetah Teams2001In: Harvard Business Review, ISSN 0017-8012, Vol. 2, no 9, 20-21 p.Article in journal (Refereed)
  • 14.
    Engwall, Mats
    et al.
    Stockholm School of Economics.
    Svensson, Charlotta
    Stockholm School of Economics.
    Cheetah Teams in Product Development: The Most Extreme Form of Temporary Organi­zation2004In: Scandinavian Journal of Management, ISSN 0956-5221, E-ISSN 1873-3387, Vol. 20, no 3, 297-317 p.Article in journal (Refereed)
  • 15.
    Engwall, Mats
    et al.
    Stockholm School of Economics.
    Svensson, Charlotta
    Stockholm School of Economics.
    The Cheetah Team Strategy: Saving Projects in Crises2003In: Collabo­r­ative Research in Organizations: Foundations for Learning, Change, and Theoretical Development / [ed] Niclas Adler, A.B. Shani, Alexander Stymne, Sage Publications, 2003Chapter in book (Other academic)
  • 16.
    Engwall, Mats
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Söderholm, Anders
    Funktionschefer i projektorganiserade företag2008In: Projektliv: villkor för uthållig projektverksamhet / [ed] Torbjörn Stjernberg, Jonas Söderlund, Ewa Wikström, Studentlitteratur, 2008, 217-230 p.Chapter in book (Other academic)
  • 17.
    Engwall, Mats
    et al.
    Stockholm School of Economics.
    Westling, Gunnar
    Stockholm School of Economics.
    Peripety in an R&D Drama: Capturing a Turn Around in Projects Dynamics2004In: Organization Studies, ISSN 0170-8406, E-ISSN 1741-3044, Vol. 25, no 9, 1557-1578 p.Article in journal (Refereed)
    Abstract [en]

    This article examines the process dynamics of a complex R&D project, which for a long period of time had suffered from little technical progress, then abruptly became highly structured and effective. The article examines the mechanisms behind this dramatic turnaround and discusses its implications for research and practice. Drawing on the dramaturgical concept of 'peripety' ('moment of sudden change'), the article captures how the turnaround came about due to the emergence of the participants' shared conceptualization of the project mission. The article provides insights into the process dynamics and sensemaking in complex R&D projects and demonstrates how time and evolution need to be included in the analysis of project management and temporary organizations.

  • 18.
    Freilich, Jonatan
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Economics and Management (Div.).
    Engwall, Mats
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Drug R&D Management: Practitioners' Challenges and Knowledge Needs2010Report (Other academic)
    Abstract [en]

    R&D productivity in the pharmaceutical business has gradually decreased during the last decades. While companies are spending more on R&D, fewer drugs are reaching the market. It is said that the cost of bringing a successful drug to the market is now $1 billion, which includes all failure drugs. At the same time, governmental regulations for drugs development have become tighter. Companies are therefore desperately trying to find new ways to develop more innovative drugs more effectively. There is a growing need for more knowledge about Drug R&D Management in the industry, which is the reason for KTH Industrial Economics and Management initiating a research program in this field. The present study is a feasibility study of this research endeavor. It outlines the scope of the field and explores areas for further study. Anchored in interviews with key industrial actors, the aim is to identify which organizational challenges practitioners are presently facing for successful drug R&D management. Four themes of challenges within the business have been identified. These are: Specialization within the R&D Process – There is a trend that different actors specialize within the innovation process of developing new drugs. The concept is to source activities to organizations that have the best capabilities. What are the consequences of this business model? What is the core competence of different actors? Balancing Freedom and Control in R&D Operations – R&D by definition, comprises activities with unknown outcomes. Work in projects most probably takes trajectories that were not originally thought of. Typically the most suitable individuals for performing such activities are scientists with a deep specialization within the field of research. How are freedom and control of work balanced within R&D? What type of control is most suitable? How can scientists be managed? Resource Allocation and Project Portfolio Management – Projects in a project portfolio are dependent on each other and on their environment. The ecology in which a project lives will determine how it is evaluated and financed, and how risk-willing its owners are. There is a need of knowledge to describe how different project environments are organized. Organizing for Knowledge Exchange – Knowledge in biosciences is growing exponentially. Managing knowledge is therefore crucial, but how to do it successfully is the question. Working in big collaborative networks requires companies to manage knowledge outside the boundaries of the firm. There is also a need to bring in knowledge from other industries. The themes can encompass different theoretical disciplines - from a strategic point of view to a cognitive aspect of innovation. This study argues for a comparative multiple case study approach focusing on the preconditions and business logics of different R&D organizations. The cases should look into the different organizational domains of Biotech firms and Big Pharma multinationals, comparing the two business logics and strategies. Innovation in the context of single firms in the pharmaceutical industry can thus be explored and give rise to knowledge through examples of practical problem solving and methodology in drug R&D management.

  • 19.
    Giertz, Eric
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Sustainability and Industrial Dynamics.
    Hjorth, Mikael
    Lindhagen, Maria
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Engwall, Mats
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Gens, Magnus
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Sustainability and Industrial Dynamics.
    Svensk konsultsektor i ny belysning: Utvecklingstrender och dynamik2016Report (Other academic)
    Abstract [sv]

    Konsultsektorn är inte en bransch i vanlig mening. Den består av företag med likartad affärslogik som är verksamma i helt olika branscher. Den expanderar i takt med att kunderna väljer att upphandla konsulter som gör utredningar, projekterar byggen, utvecklar produkter och IT-system, konstruerar maskiner, utformar reklamkampanjer, patentansökningar och affärsavtal, genomför revisioner och tester av olika slag, sköter rekrytering, bokföring eller telefonintervjuer, utvecklar organisationsformer, interna rutiner och mycket mer.

    Denna rapport baseras på en unik kartläggning av konsultföretag i Sverige. Initialt skapades en bruttolista av alla företag med SNI-koder som kunde tänkas dölja kunskapsintensiva konsultföretag. I nästa steg inhämtades uppgifter, bland annat via företagens hemsidor, om alla aktiebolag i bruttolistan med minst fem anställda. Cirka en tredjedel av bolagen sorterades då bort. Återstående företag, som kunde klassificeras som konsultföretag, samlades i en databas och kategoriserades efter verksamhetens inriktning. Databasen som är grunden för vår analys omfattar 6 421 företag med minst fem anställda. De hade 212 753 heltidsekvivalenter sysselsatta på 10 075 arbetsställen i Sverige år 2012. Därutöver fanns en lång svans av små aktiebolag med 1-4 anställda. Små bolag med liten omsättning, som kan antas vara bolag för bisysslor, sorterades bort. Av 46 703 aktiebolag med 1-4 anställda återstod därefter 10 205. Dessa hade uppskattningsvis 35 212 heltidsekvivalenter sysselsatta år 2012. Totalt rör det sig således om cirka 250 000 anställda i konsultsektorns aktiebolag. Studien bygger på heltidsekvivalenter som mått på anställda. Därför är det betydligt fler fysiska personer som arbetar inom de inkluderade företagen – lågt räknat cirka 300 000.

    Sett över en längre tidsperiod har den totala sysselsättningen inom konsultsektorn ständigt ökat i Sverige. Under de senaste fyra decennierna har antalet yrkesverksamma ökat från knappt 100 000 till cirka 300 000, eller från knappt tre till drygt sex procent av den totala sysselsättningen. I föreliggande analys har vi delat in konsultföretagen efter den funktion de fyller i fem olika huvudinriktningar. Den största inriktningen, Konsultföretag inom organisation och ledning, som domineras av undergruppen IT inom administration och management, svarade för knappt 31 % av sysselsättningen. Konsultföretag inom extern funktionell expertis svarade för drygt 21 %, Bemanningsföretag för drygt 20 %, Konsultföretag inom objektrelaterad projektering för drygt 17 % och Konsultföretag inom FoU för drygt 10 %. Att konsultsektorn expanderar är knappast en modetrend. Det är snarare en konsekvens av att det i takt med ökad komplexitet blir svårt för kunderna att ha egen anställd personal inom alla viktiga kompetensområden.

    Konsultsektorn har generellt en stark koncentration till storstäder. Den finns visserligen representerad i nästan alla delar av vårt land men koncentrationen till i första hand Stockholmsområdet, men även Göteborg och Malmö, är påfallande hög. Företag i Storstockholm svarar för över 40 % av alla konsulter i Sverige. Det är inte bara i absoluta tal som Stockholm utmärker sig. När sysselsättningen i konsultföretag med minst fem anställda sätts i relation till antalet invånare i åldrarna 16-64 år, så har Stockholms län, med 6,3 %, mer än dubbelt så stor andel som andra län, utom Västra Götalands län med 4,1 %. Graden av koncentration till Stockholm och övriga storstäder varierar dock mellan olika inriktningar.

    Konsultsektorn som helhet kännetecknas av strukturomvandlingar, branschglidningar och stor dynamik. Det tar sig bland annat uttryck i fusioner, förvärv och börsintroduktioner. Inom några verksamhetsinriktningar har också större svenska bolag blivit uppköpta av utländska börsnoterade koncerner. Inom andra inriktningar, som domineras av partnerägda bolag, ingår svenska bolag numera i stora internationella nätverk av olika slag. Parallellt sker inom vissa inriktningar en ökad uppsplittring i små levebrödsbolag som knyts samman i nätverksorganisationer av olika slag. Även om de kvantitativa uppgifterna i vår databas baseras på situationen år 2012, så är alla strukturförändringar – i form av bland annat nedläggningar, fusioner och förvärv – som skett före den 1 januari 2016 beaktade i kvalitativa beskrivningar och exemplifieringar i rapporten.

    En del konsultföretag söker skapa strukturkapital och systematiskt dra kvalitets- och effektivitetsmässig nytta av att det – inte minst till följd av digitalisering – uppstår en slags stordriftsfördelar inom delar av konsultsektorn. En ambition i vår studie har varit att kartlägga vilka förutsättningar konsultföretag i Sverige har att bygga strukturkapital. Det är ju exempelvis stor skillnad mellan å ena sidan ett konsultföretag som mot timarvode hyr ut personal som sitter i kundernas lokaler och leds av kundernas personal och å andra sidan ett konsultföretag som mot ett fast arvode genomför ett väldefinierat projekt i eget kontor i Sverige och/eller utomlands. Under sommaren år 2015 lät vi sålunda genomföra intervjuer i konsultbolag med mer än cirka 20 anställda i Sverige. Frågorna fokuserade på var konsulterna utför sitt arbete, vem som leder dem operativt i uppdragen, eventuell export eller användning av offshoring, utnyttjande av underkonsulter, antal kunder per konsult, kundrelationer och debiteringsprinciper.

    Intervjuresultatet antyder att det i Sverige främst är Konsultföretag inom extern funktionell expertis som systematiskt bygger strukturkapital och söker effektivisera och kvalitetssäkra konsulternas arbete. De företag som debiterar fast pris har då även möjlighet att öka sina marginaler. Två huvudinriktningar med motsatt mönster är Konsultföretag inom FoU samt Bemanningsföretag. Båda dessa inriktningar domineras av företag som har utlokaliserade konsulter, vilka sitter ute hos kund och leds av kundernas personal. Varje konsult har dessutom endast ett fåtal olika uppdragsgivare per år. Undergruppen Bygg och anläggning inom huvudinriktningen Konsultföretag inom objektrelaterad projektering samt undergruppen IT inom administration och management i huvudinriktningen Konsultföretag inom organisation och ledning svarar tillsammans för drygt 40 % av alla anställda i konsultsektorn. De domineras av större företag som ingår i internationella koncerner. Vår bedömning är att dessa koncerner, trots sin storlek, bygger förhållandevis lite strukturkapital. Dessutom är timdebitering fortfarande helt dominerande.

    Sammanfattningsvis konstaterar vi att konsultsektorn är expansiv och att den spelar en betydelsefull roll för utvecklingen i näringslivet och i samhället som helhet. Sektorn är dynamisk och många konsultföretag står inför stora utmaningar. Det verkar finnas utrymme för exempelvis nya affärsmodeller, nya strategiska val och internationell expansion.

  • 20.
    Gramenius, Jakob
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Aniander, Magnus
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Blomgren, Henrik
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship (Closed 20130101).
    Engwall, Mats
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Economics and Management (Div.) (closed (20130101).
    Karlson, Bo
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Wikander, Sten
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Praktikfallet Rydab1999Book (Other academic)
  • 21.
    Hallin, Anette
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Economics and Management (Div.).
    Jerbrant, Anna
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Economics and Management (Div.).
    Engwall, Mats
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Economics and Management (Div.).
    Innovativity or industrialization?: Service managers’ views on competitive service work2009In: Nordic academy of Management: Business as usual, 2009Conference paper (Other academic)
  • 22.
    Hammarström, Maria
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Angelis, Jannis
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Engwall, Mats
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Managing professional service firms2013In: Proceedings of the 22nd Nordic Academy of Management Conference, 2013Conference paper (Refereed)
  • 23.
    Hetemi, Ermal
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.). UPM Universidad Politécnica de Madrid, Spain.
    Mere, J. O.
    Nuur, Cali
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Engwall, Mats
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Exploring mechanisms underlying lock-in in large infrastructure projects: A management perspective2017In: CENTERIS 2017 - International Conference on ENTERprise Information Systems / ProjMAN 2017 - International Conference on Project MANagement / HCist 2017 - International Conference on Health and Social Care Information Systems and Technologies, CENTERIS/ProjMAN/HCist 2017, Elsevier, 2017, Vol. 121, 681-691 p.Conference paper (Refereed)
    Abstract [en]

    Research in large scale infrastructure projects have argued that the overall project performance is subject to lock-in, yet this is little understood empirically and more research is needed. Recently studies reported that lock-in can occur both at the decision-making level and at the project execution level respectively. The underlying patterns influencing project scope transformation, due to evolving expectations and/or stakeholder's perspective and the occurrence of lock-in influence in project performance. This paper explores the relationship between project scope and lock-in within large infrastructure projects in the context of cost over-run. Based on empirical data from 20 High Speed Rail (HSR) projects in Spain with multinational sets of actors, and anchored in the Management of Project (MoP) paradigm, the paper shows that a holistic perspective is essential for successful outcome. Methodologically, the paper uses data mining and a case study approach to explore mechanisms that underlie lock-in in relation with scope demarcation - tracked through contract change. It suggests that an investigation of lock-in in relationship to scope demarcation and through the lens of path dependence contributes to the understanding of cost over-run emergence. Preliminary findings highlight contract type and its content to have a great influence in cost over-run.

  • 24.
    Ingvarsson Munthe, Caroline
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Uppvall, Lars
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Engwall, Mats
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Dahlén, Lars
    Dealing with the devil of deviation: managing uncertainty during product development execution(1)2014In: R &D Management, ISSN 0033-6807, E-ISSN 1467-9310, Vol. 44, no 2, 203-216 p.Article in journal (Refereed)
    Abstract [en]

    This paper examines deviations in complex product development. Based on an extensive case study, using participant observations, interviews, and data from deviation reports, it illustrates the causes, procedures, management challenges of deviations, and organizational roles devoted to deviation management. Based on the rich data material, it furthermore proposes a typology of deviations developed for a better understanding of this significant empirical phenomenon.

  • 25.
    Jerbrant, Anna
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Engwall, Mats
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Organizational design of project-based firms.2011In: Back to the future / [ed] Luca Gnahn, 2011Conference paper (Other academic)
  • 26.
    Jerbrant, Anna
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Engwall, Mats
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    The importance of strategic aspects with PPM for NPD portfolios2011In: IAMOT 2011 - International Association for Management of Technology: Technology and the Global Challanges: Security, Energy, Water, and the Environment / [ed] Dr. Yasser Hosni, 2011Conference paper (Refereed)
  • 27. Jerbrant, Anna
    et al.
    Miterev, Maxim
    Engwall, Mats
    Integrating strategic aspects with project portfolio management: Exploring different ways to deal with organizational dependencies2014In: 1st ANNUAL EDIM PhD CONFERENCE: Research Challenges in Contemporary Management Engineering, 2014Conference paper (Refereed)
    Abstract [en]

    The dominant part of project portfolio management literature is focused on standardized project management methods for planning, prioritizing, and resource allocation. Comprehensively addressing the resource dependency challenge, the mainstream literature overlooks other types of project dependencies, namely, technological and organizational dependencies. Arguing that a more comprehensive understanding of the dependencies is necessary, we explore how they can be dealt with when integrating the strategic aspects in the project portfolio management. The comparative case study of two different multi-project settings reveals that in both contexts a combination of vertical and horizontal communication mechanisms was used in order to enhance the strategic alignment. At the same time, principal mechanisms in the combinations were different. In the first case, a departmental head ensured the vertical connection to strategy and a PMO head enhanced the horizontal connections. In the second case, program steering groups both communicated the strategy and represented arenas for political negotiation. In turn, program managers further contributed to resolving organizational dependencies. The aim of this paper is to contribute to an improved understanding of different ways in which strategic aspects can be integrated with portfolio management, by exploring different ways to deal with the organizational dependencies.

  • 28.
    Jovanovic, Marin
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management. Universidad Politécnica de Madrid, Spain; ESADE Business School.
    Engwall, Mats
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Jerbrant, Anna
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Matching Service Offerings and Product Operations: A Key to Servitization Success2016In: Research technology management, ISSN 0895-6308, E-ISSN 1930-0166, Vol. 59, no 3, 29-36 p.Article in journal (Refereed)
    Abstract [en]

    Many manufacturers are moving to servitization, but making that move successfully requires considering the underlying business logic of a division or product. Differences in existing conditions, such as product characteristics or other business attributes, may determine success in transition to a services-based business model and create challenges for a firm moving, for instance, from a spare-parts model to advanced service contracts. Our study pinpoints a number of key product attributes that define how far a company can move up the service ladder. The findings suggest that the Power-by-the-Hour model pioneered by Rolls-Royce suits products that constitute critical ancillary input to, and not essential elements of, customers' core processes; that require low initial investments relative to high total costs of ownership; that are used in controllable operating environments with measurable performance requirements; and that are associated with high risk and high costs in the event of failure. Further, the service delivery system must be integrated and orchestrated to be product-specific-that is, aligned with the function and operating conditions of the product in use.

  • 29.
    Koniaris, Christos
    et al.
    KTH, School of Computer Science and Communication (CSC), Speech, Music and Hearing, TMH, Speech Communication and Technology.
    Engwall, Olov
    KTH, School of Computer Science and Communication (CSC), Speech, Music and Hearing, TMH, Speech Communication and Technology.
    Salvi, Giampiero
    KTH, School of Computer Science and Communication (CSC), Speech, Music and Hearing, TMH, Speech Communication and Technology.
    On the Benefit of Using Auditory Modeling for Diagnostic Evaluation of Pronunciations2012In: International Symposium on Automatic Detection of Errors in Pronunciation Training (IS ADEPT), Stockholm, Sweden, June 6-8, 2012 / [ed] Olov Engwall, 2012, 59-64 p.Conference paper (Refereed)
    Abstract [en]

    In this paper we demonstrate that a psychoacoustic model-based distance measure performs better than a speech signal distance measure in assessing the pronunciation of individual foreign speakers. The experiments show that the perceptual based-method performs not only quantitatively better than a speech spectrum-based method, but also qualitatively better, hence showing that auditory information is beneficial in the task of pronunciation error detection. We first present the general approach of the method, which is using the dissimilarity between the native perceptual domain and the non-native speech power spectrum domain. The problematic phonemes for a given non-native speaker are determined by the degree of disparity between the dissimilarity measure for the non-native and a group of native speakers. The two methods compared here are applied to different groups of non-native speakers of various language backgrounds and validated against a theoretical linguistic study.

  • 30.
    Linse, Charlotta
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Economics and Management (Div.).
    Jerbrant, Anna
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Economics and Management (Div.).
    Engwall, Mats
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Economics and Management (Div.).
    Creativity on demand2012In: Norddesign 2012 Proceedings: The Ninth Norddesign Conference, 2012 / [ed] Poul Kyvsgaard Hansen, John Rasmussen, Kaj Jørgensen, Christian Tollestrup, Aalborg, Denmark, 2012Conference paper (Refereed)
    Abstract [en]

    The purpose of this paper is to analyze how designers perceive that managerial structures affect creativity and efficiency in the design work. The findings indicate that the designers think their creativity is enhanced rather than hindered when each step of the design process has a standardized purpose of what should be achieved.

  • 31. Miguel Fernandez-Gomez, Jose
    et al.
    Tafur-Segura, Javier
    Palacios-Fernandez, Miguel
    Engwall, Mats
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Outsourcing: A Process To Improve Competitiveness2012In: Dyna, ISSN 0012-7361, Vol. 87, no 6, 612-616 p.Article in journal (Refereed)
  • 32.
    Miterev, Maxim
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Engwall, Mats
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Jerbrant, Anna
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Exploring program management competences for different program types2014Conference paper (Refereed)
  • 33.
    Miterev, Maxim
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management. Politecnico di Milano, Italy.
    Engwall, Mats
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Jerbrant, Anna
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Exploring program management competences for various program types2016In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 34, no 3, 545-557 p.Article in journal (Refereed)
    Abstract [en]

    This paper challenges the implicit 'one-size-fits-all' assumption that dominates mainstream program management competence literature. Findings from case studies of 10 programs executed in a large pharmaceutical company suggest that different programs require different competences of program managers. Based on the Pellegrinelli's (1997) program typology we put forward a framework, linking specific management competences to program types. By establishing the link between the program typologies literature and program management competence literature, the paper shows that programs should not be treated as a generic and homogenous category in discussions on program management competences. In addition, the findings highlight program content as a significant contingency variable for understanding program management dynamics. The paper suggests a conceptual framework that combines program types with program management competence profiles that could be applied to appointment decisions, staff assessments and organizational development.

  • 34.
    Miterev, Maxim
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Engwall, Mats
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Jerbrant, Anna
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Mechanisms of isomorphism in project-based organizations2017Conference paper (Refereed)
  • 35.
    Miterev, Maxim
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Engwall, Mats
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Jerbrant, Anna
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Mechanisms of isomorphism in project-based organizations2017In: Project Management Journal, ISSN 8756-9728, E-ISSN 1938-9507, Vol. 48, no 5, 9-24 p.Article in journal (Refereed)
    Abstract [en]

    This article challenges the dominant assumption of goal rationality behind temporary organizations’ design in project-based organizations (PBOs). While extant literature posits that organizations strive to select the most appropriate project arrangements to fit particular task requirements at hand, findings from an in-depth ethnography-inspired case study suggest that projects in PBOs tend to imitate each other's structures, strategies, and practices with little consideration of the potential performance effects. Building upon the new institutionalism, this article conceptualizes the PBO as an organizational field of temporary and permanent organizations embedded in wider organizational and institutional fields and explicates isomorphic processes among temporary organizations in PBOs.

  • 36.
    Munthe, Caroline
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Uppvall, Lars
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Engwall, Mats
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    En lösning till varje pris: Avvikelsehantering i produktutvecklingsprojekt2012Report (Other academic)
  • 37.
    Norell Bergendahl, Margareta
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Ritzén, Sofia
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Forslin, J
    Engwall, Mats
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Kaulio, Matti
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Work Science.
    Engineering Management : ledning för innovation och lärande i tekniska utvecklingsprocesser2002Report (Refereed)
  • 38.
    Ritzén, Sofia
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.), Integrated Product Development.
    Zika-Viktorsson, A.
    Forslin, R.
    Mats, Engwall
    Stockholm School of Economics.
    Learning to change: a network approach to engineering management development2005In: International Conference on Engineering Design, ICED 05, Melbourne, August 15-18, 2005Conference paper (Refereed)
  • 39.
    Sarker, Sudipa
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Engwall, Mats
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Trucco, Paolo
    Feldmann, Andreas
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Internal Visibility of External Supplier Risks and the Dynamics of Risk Management Silos2016In: IEEE transactions on engineering management, ISSN 0018-9391, E-ISSN 1558-0040, Vol. 63, no 4, 451-461 p.Article in journal (Refereed)
    Abstract [en]

    This paper investigates the factors behind silo-based risk management practices in organizations. Based on interviews with different actors working with the supply management processes within and across different organizational levels in a major multinational manufacturing corporation, it reveals how silos of risk management activities are formed. The findings show that there are profound differences in risk visibility between different actors due to differences in their hierarchical levels, organizational positions, and business contexts. Drawing on the theoretical lenses of bounded rationality and contingency theory, the paper reveals how these differences in visibility create silo-based risk management processes and discusses the pros and cons of such configurations. It concludes that silo-based behaviors are inherent features of any complex organization and that the implications of managing risks in silos are strongly influenced by the types of dependences ( positive or negative) among risks. Therefore, it is elemental for organizations to be aware of this phenomenon and configure their risk management processes accordingly based on the dependences among the various risks to which the organizations are exposed.

  • 40.
    Tongur, Stefan
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Engwall, Mats
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Exploring window of opportunity dynamics in infrastructure transformation2017In: Environmental Innovation and Societal Transitions, ISSN 2210-4224, E-ISSN 2210-4232, Vol. 25, 82-93 p.Article in journal (Refereed)
    Abstract [en]

    This paper examines how infrastructure investments could create conditions favoring the commercialization of sustainable niche technologies. While the transition literature has traditionally treated existing infrastructure as a barrier, recent research has emphasized that infrastructure transformation can function as a facilitator, helping sustainable niche technologies break through. However, few have investigated the dynamics of such processes. This paper conceptualizes how window of opportunity dynamics can arise during infrastructure transformation. The paper is based on a case study of the planning of the I-710 Project in Southern California, the first infrastructure project in which zero-emission truck technology was to be deployed on a large scale. This paper illustrates how infrastructure transformation can play a contradictory role, acting as a barrier or facilitator depending on the niche empowerment processes. Furthermore, this paper addresses the selection mechanisms of infrastructure projects and the interplay between infrastructure design and the business models underlying niche innovations.

  • 41.
    Tongur, Stefan
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Engwall, Mats
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    The business model dilemma of technology shifts2014In: Technovation, ISSN 0166-4972, E-ISSN 1879-2383, Vol. 34, no 9, 525-535 p.Article in journal (Refereed)
    Abstract [en]

    Technology shifts are lethal to many manufacturing companies. Previous research indicates that this is not purely a problem of technological innovation, but is also closely related to the inertia of business models and business model innovation. This paper inquires into the dynamics of this intersection between technology and business models. Anchored in a case study in the automotive industry, it reveals how a potential technology shift constitutes a business model dilemma for firms leading in the existing technology. The paper illustrates why technology shifts are so difficult to master and contributes to theory by suggesting that managing technology shifts does not require either technology or service innovation in order to create a viable business model, but instead a compound of both. Furthermore, the paper applies a business model perspective to illustrate the explanatory power of analyzing the challenges of technology shifts faced by incumbent firms.

  • 42.
    Uppvall, Lars
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Munthe, Caroline
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Engwall, Mats
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Dahlén, Lars
    Scania.
    Dealing with the Devil of Deviations: Managing Uncertainty during Product Development Execution2012In: R&D Management Conference, 2012: Book of Abstracts, 2012, 147-147 p.Conference paper (Refereed)
    Abstract [en]

    This paper examines how deviations are managed in a complex product development setting. Past  research  has  focused  on  how  deviations  could  be  avoided.  By  using  participant observations, interviews, and data from deviation-reports this paper illustrate the routines and roles dedicated for deviation management. Furthermore, it suggests a typology of deviations developed from the rich data material. Insights into different roles and managerial strategies, especially  in  relation  to  different  types  of  deviations  represent  important  implications  in  the area of R&D management.

  • 43.
    Visnjic, Ivanka
    et al.
    ESADE Business School.
    Jovanovic, Marin
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management. Universidad Politécnica de Madrid.
    Andy, Neely
    University of Cambridge.
    Engwall, Mats
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    What brings the value to outcome-based contract providers? Value drivers in outcome business models2017In: International Journal of Production Economics, ISSN 0925-5273, E-ISSN 1873-7579, 169-181 p.Article in journal (Refereed)
    Abstract [en]

    Outcome-based contracts (OBCs) are frequently seen as the most advanced level of service offering that product firms offer. To deliver OBCs, product firms have to shift from the traditional product business model (PBM) to adopting an outcome business model (OBM). This constitutes a major change that rearranges their activity system and therefore profoundly changes their value-creation process. The literature tells us little about what this change entails and the key value drivers that OBC providers focus on as they adopt outcome business models. To tackle this topic, we study four global capital equipment manufacturers that recently started to offer highly advanced forms of OBC: Bombardier, Caterpillar, Hitachi and Rolls Royce. We learn that, apart from recognized value drivers, such as efficiency, novelty, lock-in and complementarity, OBC providers draw value from what we have labelled accountability value. Second, the value drivers are more diverse in OBMs than in traditional PBMs. Third, while in PBMs there is a trade-off between value drivers, in OBMs value drivers are mutually reinforcing, as they create a synergistic interplay. At the same time, however, firms are exposed to some sources of value loss as they start providing OBCs and shift to OBMs. We contribute to the literature by connecting the OBM literature with the broader value-creation literature and identifying (specific) value drivers as they appear in the OBM context, as well as the relationships among them.

  • 44.
    Zika-Wiktorsson, Annika
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Machine Design (Dept.).
    Sundström, Per
    KTH, School of Technology and Health (STH).
    Engwall, Mats
    VINNOVA, Swedish Governmental Agency for Innovation Systems.
    Project Overload: An Exploratory Study of Work and Management in Multi-Project Settings2006In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 24, no 5, 385-394 p.Article in journal (Refereed)
    Abstract [en]

    This study investigates psychosocial aspects of work in multi-project settings and how project members and project managers at operational level perceive their work situation. Work in a multi-project setting entails a complicated situation characterized by tight schedules, multi-tasking, increased coordination expenditures, and a large amount of set-up time when alternating between tasks. The study addresses the issue of project overload, a construct that in this study reflects perceived fragmentation, disruption and inefficiency, caused by switching between assignments for separate but simultaneous projects. An explorative approach was adopted for the study, and new models were created and investigated. The primary source of data was a web-based questionnaire. The questionnaire was administered to project co-workers (n = 392) in nine companies in Sweden (response rate: 81%). The companies represented manufacturing, pharmaceutical and construction industries, and all occupied a leading position on their respective markets. The results show that almost one-third of the respondents were under perceived project overload, and that 21% (p ≤ .001) of the variance on this variable could be explained by four factors. In order of magnitude, these factors were: (1) lack of opportunities for recuperation, (2) inadequate routines, (3) scarce time resources, and (4) a large number of simultaneous projects. Further, the study indicated that there are associations between high level of project overload and (a) high levels of psychological stress reactions, (b) decreased competence development, and (c) deviations from time schedules.

1 - 44 of 44
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