Pernille Eskerod

The Dynamics of Collaboration in Multipartner Projects

In many project-based industries, there has recently been an increased tendency for collaboration and cocreation of value with the customers. However, many existing studies report inherent challenges and complexities related to multipartner collaboration. This article presents a conceptual framework that explains the focal collaboration-related elements and their interdependencies in multipartner projects. The elements in the framework and relations between them are derived from the existing empirical studies and theoretical literature on collaboration, knowledge integration, and project success. Based on the conceptual analysis of the extant literature, we identify eight collaboration antecedents and three collaboration outcome elements. The conceptual framework explains how two collaboration mediators, project-collaboration quality and knowledge-integration capability, relate collaboration antecedents with collaboration outcomes. In addition, based on the literature analysis, we identify 15 mechanisms that enhance the project-collaboration quality in multipartner projects. The article provides novel insights on the dynamics of collaboration in multipartner projects by offering the concepts of project-collaboration quality and knowledge-integration capability and explaining their role in collaborative projects.

Sustainable development and project stakeholder management: what standards say

Purpose – The purpose of this paper is to analyze how various approaches to stakeholder management, as well as sustainable development principles, are included in internationally‐used project management standards; and to consider the demands these approaches and principles place on project stakeholder management.Design/methodology/approach – An analytical framework was developed based on stakeholder theory within general management, as well as on sustainability research. Desk research was carried out by applying the analytical framework to three project management standards: ICB, PMBOK and PRINCE2.Findings – The research findings suggest that stakeholder issues are treated superficially in the project management standards, while putting stakeholder management in the context of sustainable development would ask for a paradigm shift in the underpinning values. The current project stakeholder practices represent mainly a management‐of‐stakeholders approach, i.e. making stakeholders comply to project needs, w...

Meaning and action in a multi-project environment. Understanding a multi-project environment by means of metaphors and basic assumptions☆

Abstract The “management by projects” strategy chosen by many companies to organize their product development function brings in a need for focusing on multi-project issues. The project management literature on multi-project management put strong emphasis on certain aspects (planning, scheduling and control), because the perception of the multi-project environment in the literature is based on certain assumptions (stability, predictability, a top-down decision process etc.). This article will question these assumptions due to research done in the product development function of two Danish companies. Here the top managers tried to adapt to highly changing conditions and quite often it led to changed focus points and project priorities. The project managers did not wait for top-down orders (as implicitly assumed by most of the multi-project theory). Instead they carried out actions themselves to attract resources and attention for their own projects. The relation between the projects could often be characterized by competition leading to suboptimization and an insufficient level of knowledge exchange. Some of the mentioned observations can be referred to as unintended consequences of a management by projects strategy. In order to change unwanted action patterns in the companies it is important to get to know which perceptions are the underlying assumptions for the actions taken. To shed light on that, a couple of metaphors in use in todays project management theory and in project management practice are introduced. Furthermore, the aim of the article is to call for more reflection on multi-project issues in turbulent environments.

Project Management Models as Value Creators

Based on findings from five case studies, we discuss benefits obtained by using a common project management model. The case studies are part of an international research project aimed at determining the value of project management. All five companies applied a customized project management model. The five models are presented, and their characteristics, similarities, and differences are discussed. Based on interviews and comparisons with literature, the values obtained are identified. The values relate to efficiency, legitimacy, power and control, and stakeholder satisfaction. Further, the article points to necessary preconditions (both technical and human factors) in order to harvest the values.

Stakeholder Management Strategies and Practices During a Project Course

In stakeholder management, a key question is: How can an actor/organization (e.g., a project) under different contingencies apply strategies to develop the relationship with each stakeholder into a favorable one seen from the focal organizations perspective? Based on an in-depth longitudinal case study, we provide detailed descriptions of how a project management team worked with its stakeholder relationships. Applying a practice approach, we explore how stakeholder management practices emerged and evolved as embedded actions and interpretations related to perceptions of each stakeholders harm and help potentials. We show how trust was both input to and outcomes of the managerial action.

Project Stakeholder Management—Past and Present

In this special issue on project stakeholder management, the aim is to advance the understanding of this topic by looking into theory outside the project management field and by presenting findings from case studies. In this overview article, we identify the theoretical roots of the stakeholder concept and the current state of the field. We point to early proponents of stakeholder thinking. In addition, we point to recent concepts and developments outside the project management field that are relevant in the project management context; then, we introduce the articles included in the special issue; and, finally, we identify other relevant publications.

Stakeholder Inclusiveness: Enriching Project Management with General Stakeholder Theory†

According to research, stakeholder disappointment is a root problem within projects. In this article, the dilemmas related to stakeholder inclusiveness, in other words, engaging a broad range of stakeholders, are discussed. Based on a longitudinal case study, three propositions are offered: Applying stakeholder inclusiveness in a project (1) increases the likelihood of more engaged and satisfied stakeholders; (2) increases the danger of losing focus on those stakeholders who possess the most critical resources for the projects survival and progress; and (3) increases the danger of inducing stakeholder disappointment due to expectation escalation and impossibility of embracing conflicting requirements and wishes.

Value Creation by Building an Intraorganizational Common Frame of Reference Concerning Project Management

In this article, we suggest that organizations should not focus on selecting between various project management approaches, tools, or behaviors. Instead, we claim that the real benefit from project management implementations comes from the mere creation of a common frame of reference. Based on four case studies, we identify elements that enhance such a common frame of reference: (1) a common project management model, (2) common project management training, (3) common project management examinations/certifications, and (4) activities for knowledge sharing. Values created, especially when the application of the elements was mandatory, were better communication, better customer satisfaction, and easier knowledge sharing.

Key drivers for informal project coordination among sub-contractors: A case study of the offshore wind energy sector

Purpose – Despite good project front-end planning, projects typically need continuous coordination among the participants concerning scope of work, pace, and timing during the execution phase to be accomplished without delays. Coordination can be formal or informal. Research shows that informal coordination of residual and unforeseen interdependencies enhances time saving and facilitates better understandings. Still though, many sub-contractors choose not to coordinate informally. The purpose of this paper is to identify drivers that enhance or inhibit informal coordination among sub-contractors during project execution. Design/methodology/approach – A qualitative, explorative case study approach was applied, involving 15 SME sub-contractors within the offshore wind power energy sector. Findings – Six drivers which enhance informal coordination and three drivers which inhibit informal coordination among sub-contractors in projects were identified. Practical implications – The findings imply that managemen...

Implementing workplace health promotion: role of middle managers

Purpose The purpose of this paper is to address a missing link between top management and employees when it comes to understanding how to successfully implement and embed workplace health promotion (WHP) as a strategy within organizations: the role of the middle managers. Design/methodology/approach A conceptual framework based on review of theory is applied within an empirical multi-case study that is part of a health intervention research project on increased physical activity among office workers. The study involves six Danish organizations. Findings Middle managers play a key role in successful implementation of WHP, but feel uncertain about their role, especially when it comes to engaging with their employees. Uncertainty about their role appears to make middle managers reluctant to take action on WHP and leave further action to top management instead. Research limitations/implications Limitations included the middle managers’ low attendance at the half-day seminar on strategic health (50 percent attendance), the fact that they were all office workers and they were all from Denmark. Practical implications Middle managers ask for more knowledge and skills if they are to work with WHP in daily business. Social implications Implementing and embedding WHP as a health strategy raises ethical issues of interfering with employees’ health, is seen as the employee’s personal responsibility. Originality/value This study adds to knowledge of the difficulties of implementing and embedding WHP activities in the workplace and suggests an explicit and detailed research design.