Jonas Söderlund
Linköping University
Competence (human resources)Engineering managementEngineeringSociologyBusinessProject managementPolitical scienceBusiness administrationManagementProcess managementExtreme project managementHuman resource managementProject basedSocial sciencePublic relationsManagement scienceEngineering ethicsKnowledge integrationOPM3Knowledge managementProject charterProgram management
224Publications
39H-index
3,535Citations
Publications 206
Newest
#1Joana Geraldi (CBS: Copenhagen Business School)H-Index: 20
#2Jonas Söderlund (Linköping University)H-Index: 39
Last. Alfons van Marrewijk (TU Delft: Delft University of Technology)H-Index: 17
view all 3 authors...
In this special issue, we encouraged project scholars to be bold and construct their voices. We now reflect on the results, which include the bright spots in four areas: project organizing (organiz...
Source
#1Jonas Söderlund (BI Norwegian Business School)H-Index: 39
#2Sofia Pemsel (CBS: Copenhagen Business School)H-Index: 9
Shifting an organization’s temporal order can be a key mechanism for accomplishing organizational change, but it is also fundamentally problematic: instead of helping an organization accomplish cha...
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#1Lavagnon A. Ika (U of O: University of Ottawa)H-Index: 13
#2Jonas Söderlund (BI Norwegian Business School)H-Index: 39
Last. Paolo LandoniH-Index: 17
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Abstract Both project management and international development came of age as scholarly and practice domains in the 20th century. They share a central concern with organizing work and delivering change. Though international development played a role in defining the project management domain in the 1950s and the 1960s, there has been little cross-fertilization between project management and international development in recent decades. The centrality of projects in international development effort...
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#1Sofia PemselH-Index: 9
#2Jonas SöderlundH-Index: 39
This chapter addresses the challenges associated with temporary organising under conditions of institutional complexity. The authors draw on findings from an in-depth case study of a megaproject initiated to reshape healthcare in Sweden. At the centre of this transformation was the construction of a new, ‘world-class’ hospital to replace the former (historical and renowned) university hospital. The authors posit that organising such projects is largely a matter of creating, responding to, and re...
Source
#1Joana Geraldi (CBS: Copenhagen Business School)H-Index: 20
#2Jonas Söderlund (BI Norwegian Business School)H-Index: 39
Last. Alfons van MarrewijkH-Index: 17
view all 3 authors...
Source
#1Weisheng Lu (HKU: University of Hong Kong)H-Index: 46
#2Jinying Xu (HKU: University of Hong Kong)H-Index: 6
Last. Jonas Söderlund (BI Norwegian Business School)H-Index: 39
view all 3 authors...
AbstractBuilding information modeling (BIM), as a technological artifact, has been acclaimed to have significant effects on construction projects by overcoming inherent problems such as poor commun...
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#1Joana Geraldi (CBS: Copenhagen Business School)H-Index: 20
#2Jonas Söderlund (BI Norwegian Business School)H-Index: 39
Last. Alfons van MarrewijkH-Index: 17
view all 3 authors...
#1Svjetlana Pantic-Dragisic (Linköping University)H-Index: 2
#2Jonas Söderlund (BI Norwegian Business School)H-Index: 39
Abstract The organization of innovation labor is undergoing major changes in technology-based and engineering-intensive industries worldwide. Those changes reflect fluctuating market demands and increasing task uncertainty, and they are characterized by three related developments: externalization of the workforce, development of new types of employment relations, and greater use of technical consultants. These trends have led to the technical and engineering consulting (TEC) industry becoming a ...
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#1Sylvain LenfleH-Index: 16
#2Jonas Söderlund (BI Norwegian Business School)H-Index: 39
Large-scale innovative projects (LSIPs) play a central role in arranging for exploratory and strategic opportunity seeking that transcends organizational and disciplinary boundaries. This paper out...
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#2Jonas Söderlund (Linköping University)H-Index: 39
Last. Dana Minbaeva (CBS: Copenhagen Business School)H-Index: 23
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Abstract This paper introduces the notion of “temporal boundary spanning” and highlights the key role of project management in resolving temporal tensions among partners participating in interorganizational projects (IOPs). The present study, which is based on data from 93 IOPs undertaken within a major change program, relies on in-depth, semi-structured interviews, observations, and detailed analyses of written documents and procedures from those IOPs. Based on the data, we inductively develop ...
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