Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Managing emergent changes: Ad hoc teams praxis and practices
Mälardalen University, Sweden.
Mälardalen University, Sweden.
RISE - Research Institutes of Sweden, Swerea, Swerea IVF. Chalmers University of Technology, Sweden.ORCID iD: 0000-0001-9068-3527
ABB, China.
2018 (English)In: International Journal of Managing Projects in Business/Emerald, ISSN 1753-8378, E-ISSN 1753-8386, Vol. 11, no 4, p. 1086-1104Article in journal (Refereed) Published
Abstract [en]

Purpose: The purpose of this paper is to explore how emergent changes are handled in research and development (R&D) projects. R&D projects business potential lies in their exploration of the unknown; conversely, this makes them uncertain endeavours, prone to emergent changes. Design/methodology/approach: Uses a single-case-study design, based on a projects-as-practice perspective and a soft systems methodology (SSM) analysis, to map how ad hoc R&D teams handle emergent changes, specifically the solution identification and assessment phase and the implementation plan. An R&D project in the power industry, involving over 250 engineers, was analysed. Findings: This paper shows how emergent changes are handled differently from initiated changes during the decision-making phase. The system analysis shows that the most critical factors for managing these changes are: collective reflection between project parties; and including experienced engineers in implementation-plan reviews. Practical implications: The results are of relevance both to R&D managers aiming to improve team performance and to general project management. Informal notions of emergent changes can be formalised in the change request process. Weaknesses in the project team’s organisation are highlighted, and details of how of how to mitigate these are provided. Originality/value: Combines engineering-design and project-management research on emergent changes, adding to the former regarding people–organisational and strategic issues. Furthers understanding of the projects-as-practice approach and emergent change (deviations) handling by ad hoc teams in a project environment. SSM has not previously been used to explore aspects of projects-as-practice, and this is a novel way of adding to the body of knowledge on project praxis and practise.

Place, publisher, year, edition, pages
2018. Vol. 11, no 4, p. 1086-1104
Keywords [en]
Project management, Research and development, Emergent change, Soft systems methodology, Ad hoc teams
National Category
Social Sciences Interdisciplinary
Identifiers
URN: urn:nbn:se:ri:diva-34234DOI: 10.1108/IJMPB-12-2017-0163Scopus ID: 2-s2.0-85049525820OAI: oai:DiVA.org:ri-34234DiVA, id: diva2:1233446
Available from: 2018-07-18 Created: 2018-07-18 Last updated: 2018-12-12Bibliographically approved

Open Access in DiVA

No full text in DiVA

Other links

Publisher's full textScopus

Authority records BETA

Kurdve, Martin

Search in DiVA

By author/editor
Kurdve, Martin
By organisation
Swerea IVF
In the same journal
International Journal of Managing Projects in Business/Emerald
Social Sciences Interdisciplinary

Search outside of DiVA

GoogleGoogle Scholar

doi
urn-nbn

Altmetric score

doi
urn-nbn
Total: 6 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
v. 2.35.7