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Müller, Ralf
Publications (10 of 44) Show all publications
Biedenbach, T. & Müller, R. (2012). Absorptive, innovative and adaptive capabilities and their impact on project and project portfolio performance. International Journal of Project Management, 30(5), 621-635
Open this publication in new window or tab >>Absorptive, innovative and adaptive capabilities and their impact on project and project portfolio performance
2012 (English)In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 30, no 5, p. 621-635Article in journal (Refereed) Published
Abstract [en]

This study explores how absorptive, innovative and adaptive capabilities within early project phases affect project and portfolio performances in pharmaceutical and biotechnology R&D organizations. A sequential qualitative–quantitative mixed method was used with 18 interviews and 80 responses to an online survey. The results show effects of absorptive, innovative and adaptive capabilities on short- and long-term project performance and portfolio performance. Absorptive and adaptive capabilities are the primary contributors to the performance outcome, whereas innovative capabilities are a minor contributor. Managerial and theoretical implications are discussed.

Keywords
Absorptive capabilities, Innovative capabilities, Adaptive capabilities, Project performance, Portfolio performance
National Category
Social Sciences Business Administration
Identifiers
urn:nbn:se:umu:diva-54528 (URN)10.1016/j.ijproman.2012.01.016 (DOI)000304733300009 ()
Available from: 2012-04-27 Created: 2012-04-27 Last updated: 2018-06-08Bibliographically approved
Aubry, M., Müller, R. & Glückler, J. (2012). Governance and Communities of PMOs. Newtown Square, Pa.: Project Management Institute
Open this publication in new window or tab >>Governance and Communities of PMOs
2012 (English)Book (Refereed)
Place, publisher, year, edition, pages
Newtown Square, Pa.: Project Management Institute, 2012
National Category
Economics and Business
Research subject
Business Studies
Identifiers
urn:nbn:se:umu:diva-52607 (URN)978-1-935589-48-8 (ISBN)
Available from: 2012-02-27 Created: 2012-02-27 Last updated: 2018-06-08Bibliographically approved
Shao, J., Müller, R. & Turner, J. R. (2012). Measuring program success. Project Management Journal, 43(1), 37-49
Open this publication in new window or tab >>Measuring program success
2012 (English)In: Project Management Journal, ISSN 8756-9728, E-ISSN 1938-9507, Vol. 43, no 1, p. 37-49Article in journal (Refereed) Published
Abstract [en]

Growth in the use of programs has led to a requirement of understanding what constitutes program success. A  measurement construct for program success, which comprises four dimensions—delivery capability, organizational capability, marketing capability, and innovative capability—was developed based on 172 responses to a web-based questionnaire to program managers. Analysis of variance (ANOVA) and canonical correlation analysis were applied to test for the relationship between program success and program context. Results showed that the measurement construct for program success was stable over different types of program contexts. It provides a tool for further investigation into program success assessment.

Place, publisher, year, edition, pages
John Wiley & Sons, 2012
Keywords
program success, program context, measurement construct, success school
National Category
Business Administration
Research subject
Business Studies
Identifiers
urn:nbn:se:umu:diva-51278 (URN)10.1002/pmj.20286 (DOI)
Available from: 2012-01-16 Created: 2012-01-16 Last updated: 2018-06-08Bibliographically approved
Müller, R., Geraldi, J. & Turner, J. R. (2012). Relationships Between Leadership and Success in Different Types of Project Complexities. IEEE transactions on engineering management, 59(1), 77-90
Open this publication in new window or tab >>Relationships Between Leadership and Success in Different Types of Project Complexities
2012 (English)In: IEEE transactions on engineering management, ISSN 0018-9391, E-ISSN 1558-0040, Vol. 59, no 1, p. 77-90Article in journal (Refereed) Published
Abstract [en]

We investigate the moderating effect of project complexity on the relationship between leadership competences of project managers and their success in projects. Building on existing studies in leadership and project management, we assess the impact of emotional (EQ), intellectual (IQ), and managerial (MQ) leadership competences on project success in different types of project complexities. A cross-sectional survey using the leadership dimensions questionnaire and project results questions yielded 119 responses, which were assessed for their type and level of complexity, measured as complexity of fact, faith, and interaction. Analysis was done through factor analysis and moderated hierarchical regression analysis. Results show that EQ and MQ are correlated with project success, but are differently moderated by complexity. The relationship between EQ and project success is moderated by complexity of faith. The relationship between MQ and project success is moderated by complexity of fact and faith. Complexity of interaction has a direct effect on project success. Analysis of variance and nonparametric tests showed the means and medians of EQ, IQ, MQ; complexities of faith, fact, and interaction do not significantly vary across different project types. This suggests using these three complexity types as a common language to research and learning across different project types.

National Category
Business Administration
Identifiers
urn:nbn:se:umu:diva-52374 (URN)10.1109/TEM.2011.2114350 (DOI)000299431000007 ()
Available from: 2012-02-20 Created: 2012-02-20 Last updated: 2018-06-08Bibliographically approved
Biedenbach, T. & Müller, R. (2011). Absorptive, innovative and adaptive capabilities and their impact on project and project portfolio performance. Paper presented at IRNOP conference 2011.
Open this publication in new window or tab >>Absorptive, innovative and adaptive capabilities and their impact on project and project portfolio performance
2011 (English)Conference paper, Published paper (Refereed)
Abstract [en]

The purpose of this paper is to explore how absorptive, innovative and adaptive capabilities within the early project phases affect project and portfolio performance within the R&D of pharmaceutical and biotechnology organizations. The study follows a sequential mixed method with an initial qualitative study and a subsequent quantitative study. The results show that the set of absorptive, innovative and adaptive capabilities has an overall effect on the set of performance outcomes composed of short- and long-term project success and portfolio performance. This result confirms the findings of the qualitative study that a distinct capability mix is needed in the pharmaceutical R&D process. Within the set of capabilities, absorptive and adaptive capabilities are the primary contributors to the performance outcome, whereas innovative capabilities are a minor contributor.

Keywords
Absorptive Capabilities, Innovative Capabilities, Adaptive Capabilities, Project Performance, Portfolio Performance
National Category
Social Sciences Business Administration
Identifiers
urn:nbn:se:umu:diva-48607 (URN)
Conference
IRNOP conference 2011
Note
this is a revised conference paper that is currently under review in an academic journal Available from: 2011-10-26 Created: 2011-10-26 Last updated: 2018-06-08Bibliographically approved
Aubry, M., Müller, R. & Glückler, J. (2011). Exploring PMOs through community of practice theory. Project Management Journal, 52(5), 42-56
Open this publication in new window or tab >>Exploring PMOs through community of practice theory
2011 (English)In: Project Management Journal, ISSN 8756-9728, E-ISSN 1938-9507, Vol. 52, no 5, p. 42-56Article in journal (Refereed) Published
Abstract [en]

This article explores project management offices (PMOs) through community of practice theory. Preliminary results from a national health care case study are used to confirm the legitimacy of this approach. Today’s knowledgebased economy calls for mechanisms to share knowledge. The issue of making more with less is at stake in order to reuse good practices, support innovative practice, and prevent the reinvention of the wheel. Members of these communities are at the heart of the learning process. The originality of this research is that it sheds light on PMOs in a new theoretical perspective within the field of knowledge management.

 

Place, publisher, year, edition, pages
Project Management Institute, 2011
Keywords
community of practice theory, PMO; community of PMOs, learning, project management practice
National Category
Business Administration
Research subject
Business Studies
Identifiers
urn:nbn:se:umu:diva-45865 (URN)10.1002/pmj.20259 (DOI)
Available from: 2011-08-19 Created: 2011-08-19 Last updated: 2018-06-08Bibliographically approved
Aubry, M., Hobbs, B., Müller, R. & Blomquist, T. (2011). Identifying the forces driving frequent change in PMOs. Pennsylvania: Project Management Institute
Open this publication in new window or tab >>Identifying the forces driving frequent change in PMOs
2011 (English)Book (Refereed)
Place, publisher, year, edition, pages
Pennsylvania: Project Management Institute, 2011. p. 168
National Category
Business Administration
Research subject
Business Studies
Identifiers
urn:nbn:se:umu:diva-46532 (URN)9781935589310 (ISBN)
Available from: 2011-09-05 Created: 2011-09-05 Last updated: 2018-06-08Bibliographically approved
Biedenbach, T. & Müller, R. (2011). Paradigms in project management research: Examples from 15 years of IRNOP conferences. International Journal of Managing Projects in Business/Emerald, 4(1), 82-104
Open this publication in new window or tab >>Paradigms in project management research: Examples from 15 years of IRNOP conferences
2011 (English)In: International Journal of Managing Projects in Business/Emerald, ISSN 1753-8378, E-ISSN 1753-8386, Vol. 4, no 1, p. 82-104Article in journal (Refereed) Published
Abstract [en]

Purpose – The purpose of this paper is to investigate the philosophical stances and relatedmethodologies used within the last 15 years of project management research using The InternationalResearch Network on Organizing by Projects (IRNOP) conference papers.Design/methodology/approach – Utilizing a systematic sampling approach, IRNOP conferencepapers from 1994, 2000 and 2007 were analyzed for prevalent philosophical streams in projectmanagement research.Findings – Results show a dominance of ontological subjectivism and epistemologicalinterpretivism, with a preference for case studies and qualitative methods. Trends indicate agrowth of positivist studies and, at the same time, an increase in multi-case studies.Research limitations/implications – This paper’s contribution to knowledge lies in theidentification of predominant research paradigms for research reported at project managementconferences using IRNOP as an example. The study shows trends, preferences, and potential differencesbetween published research and conference papers.Originality/value – Information on the quality, quantity and timely trends of underlyingphilosophies in project management research are lacking an insightful exploration of the projectmanagement research field. This is necessary for a better understanding of the past, present andpossible future of research paradigms in project management. The paper’s findings can be used toimprove the interpretation of the state of knowledge in project management research.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2011
Keywords
Project management, Research work, Epistemology, Philosophical concepts
National Category
Business Administration
Research subject
Business Studies
Identifiers
urn:nbn:se:umu:diva-39408 (URN)10.1108/17538371111096908 (DOI)
Available from: 2011-01-27 Created: 2011-01-27 Last updated: 2018-06-08Bibliographically approved
Müller, R. (2011). Project governance. In: P. Morris, J.K. Pinto & J. Söderlund (Ed.), The Oxford Handbook of Project Management (pp. 297-320). Oxford: Oxford University Press
Open this publication in new window or tab >>Project governance
2011 (English)In: The Oxford Handbook of Project Management / [ed] P. Morris, J.K. Pinto & J. Söderlund, Oxford: Oxford University Press , 2011, p. 297-320Chapter in book (Refereed)
Place, publisher, year, edition, pages
Oxford: Oxford University Press, 2011
National Category
Business Administration
Research subject
Business Studies
Identifiers
urn:nbn:se:umu:diva-40918 (URN)9780199563142 (ISBN)
Available from: 2011-03-22 Created: 2011-03-14 Last updated: 2018-06-08Bibliographically approved
Aubry, M., Hobbs, B., Müller, R. & Blomquist, T. (2011). Project management offices in transition. Project perspectives, 33(1), 48-53
Open this publication in new window or tab >>Project management offices in transition
2011 (English)In: Project perspectives, ISSN 1455-4178, Vol. 33, no 1, p. 48-53Article in journal (Refereed) Published
Abstract [en]

This paper presents empirical results from a research on Project Management Offices (PMO) in transition. This research adopted a process view of PMOs in transition. Descriptive data from 17 case studies was primarily obtained through interviews and analyzed using qualitaive text analysis methods. Thirty-fi ve factors of change have been grouped in ix categories forming a typology of drivers of PMO change. The major contribution of this research is to gain a better understanding of the dynamic evolution of PMOs. For researchers, these findings contribute to the project management theoretical development within the field of organizational change. For practitioners, it challenges the paradigm of considering the PMO change as a sign of failure.

Place, publisher, year, edition, pages
Nijkerk: IPMA, 2011
National Category
Business Administration
Research subject
Business Studies
Identifiers
urn:nbn:se:umu:diva-37763 (URN)
Available from: 2010-11-12 Created: 2010-11-12 Last updated: 2018-06-08Bibliographically approved
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