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Transition processes in an interorganizational platform project
Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
2012 (English)In: International Journal of Managing Projects in Business/Emerald, ISSN 1753-8378, Vol. 5, no 3, 400-419 p.Article in journal (Refereed) Published
Abstract [en]

Purpose: The purpose of this paper is to identify and understand challenges related to transition processes that occur between projects and the permanent organisation, as well as the outcome of such processes.

Design/methodology/approach: The study is based on an explorative, in-depth case study of a multi-project setting. The concept phase of three projects was followed by participative observations and ongoing interviews over a fifteen week period at two sites and in two countries. The empirical material was analyzed through a process-orientated approach focusing on daily project activities.

Findings: Transition processes are characterized by containing operational complexities. These operational complexities demand from project stakeholders to perform multiple translational and transformative activities. The outcome from these activities are for example strategic, operational, and functional fine-tuning, but also attitudinal turnaround.  

Research limitations/implications: This research is based on an interorganizational vehicle platform project setting. The findings from this study can therefore not with ease be generalized to other settings. However, it is likely that actors in other interorganizational project settings can benefit from the findings since there probably are a multitude of transition processes in such projects as well.

Practical implications: Managers can learn that it is important to map all related transition processes, analyze the implications that these processes have on the project, and perform a dialog with project members so that the sense of operational complexity and uncertainty can be reduced. This type of action will reduce feelings of frustration and create a sense of readiness to deal with unexpected events.

Originality/value: First the setting “an interorganizational vehicle platform” is largely understudied, second this paper pinpoints three unique transition processes and thereby contributes to the sparsely researched area of transition processes.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2012. Vol. 5, no 3, 400-419 p.
Keyword [en]
Organizational change, Platform, Process management, Project management, Transition management
National Category
Business Administration
Research subject
Business Studies
Identifiers
URN: urn:nbn:se:umu:diva-55108DOI: 10.1108/17538371211235290OAI: oai:DiVA.org:umu-55108DiVA: diva2:525537
Available from: 2012-05-08 Created: 2012-05-08 Last updated: 2012-09-10Bibliographically approved

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