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  • 1.
    Andersson, Annika
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Anell, Barbro
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Hällgren, Markus
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Wilson, Timothy
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Zackariasson, Peter
    Challenges in project management: Grabbing the elephant2007In: Projects & Profits, Vol. 7, no 12, p. 33-37Article in journal (Refereed)
    Abstract [en]

    Projects and project management tend to have special meanings to the individuals involved in a specific line of research. This article reports on some topics covered in an informal Swedish network devoted to study project management. Ten topics are selected for discussion that fall into three broad categories—projects as practice, productivity in projects and education in a PM curriculum.

  • 2.
    Aubry, Monique
    et al.
    University of Quebec, Montreal, Montreal, Canada.
    Hobbs, Brian
    University of Quebec, Montreal, Montreal, Canada.
    Müller, Ralf
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE). Norwegian Sch Management BI, Oslo, Norway; Univ Lille Nord France, LSMRC, SKEMA Business, Lille, France.
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE).
    Identifying forces driving PMO changes2010In: Project Management Journal, ISSN 8756-9728, E-ISSN 1938-9507, Vol. 41, no 4, p. 30-45Article in journal (Refereed)
    Abstract [en]

    Project management offices (PMOs) are dynamic organizational entities, frequently in transition from one charter and structure to the next. Within this article, we present empirical results on the nature and reasons for this transition. The article reports the second of a series of studies aimed at understanding the dynamics of PMOs. It addresses the mistaken paradigm that PMOs change because characteristics or functions in an existing PMO are wrong and require a new PMO charter or structure that can last for a long time. Instead of that, the article proposes a process view on the transformation of the PMO as being triggered by conditions within the external and/or internal context and producing outcomes in terms of impacts from the transformation. A global web-based questionnaire on PMO transitions in structure and charter yielded 184 responses. Factor analysis and correlation analyses revealed that the transition of a PMO from one configuration to the next is not a question of being right or wrong. PMOs in transition can rather be understood as a multilevel dynamic process anchored in a specific organizational context change. From the academic viewpoint, the authors believe that this research filled a large gap in the understanding of the reasons for and nature of PMOs to transition.

  • 3.
    Aubry, Monique
    et al.
    Université du Québec à Montréal Business School, Department of Management and Technology, Montreal (Quebec), Canada.
    Hobbs, Brian
    Université du Québec à Montréal Business School, Department of Management and Technology, Montreal (Quebec), Canada.
    Müller, Ralf
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Identifying the forces driving frequent change in PMOs2011Book (Refereed)
  • 4.
    Aubry, Monique
    et al.
    Université du Québec à Montréal Business School, Department of Management and Technology, Montreal (Quebec), Canada.
    Hobbs, Brian
    Université du Québec à Montréal Business School, Department of Management and Technology, Montreal (Quebec), Canada.
    Müller, Ralf
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Project management offices in transition2011In: Project perspectives, ISSN 1455-4178, Vol. 33, no 1, p. 48-53Article in journal (Refereed)
    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.

  • 5.
    Aubry, Monique
    et al.
    School of Business and Management, University of Quebec in Montreal, Canada.
    Müller, Ralf
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Hobbs, Brian
    School of Business and Management, University of Quebec in Montreal, Canada.
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Project management offices in transition2010In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 28, no 8, p. 766-778Article in journal (Refereed)
    Abstract [en]

    This paper presents empirical results from a research on Project Management Offices (PMO) in transition. While PMOs are now a prominentfeature of organizational project management, the underlying logic that leads to their implementation or renewal is still not understood. Thisresearch adopted a process view of PMOs in transition. Descriptive data from 17 case studies was primarily obtained through interviews andanalyzed using qualitative text analysis methods. Thirty-five factors of change have been grouped in six categories forming a typology of driversof PMO change. In addition, three patterns of PMO change are presented. The major contribution of this research is to gain a better understandingof the dynamic evolution of PMOs. For researchers, these findings contribute to the project management theoretical development within the fieldof organizational change. For practitioners, it challenges the paradigm of considering the PMO change as a sign of failure.

  • 6.
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Strategic project management: One program and three partners2015In: Project Management Watch, Vol. 7, no 2, p. 44-45Article in journal (Other (popular science, discussion, etc.))
  • 7.
    Blomquist, Tomas
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE).
    Dehghanpour Farashah, Ali
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE).
    Thomas, Janice
    Athabasca University.
    Feeling good, being good and looking good: motivations for, and benefits from, project management certification2018In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 36, no 3, p. 498-511Article in journal (Refereed)
    Abstract [en]

    Project management (PM) is one of many occupations following a path to professionalization that includes voluntary certification. It has been said that certification, and especially voluntary certification, can be seen as an approach to being good by improving our competence in the profession, or a means to looking good, essentially signaling the capabilities of the holder. Based on self-determination theory, we contribute to this discussion the notion of feeling good whereby certification provides a way to challenge one’s capabilities, provide self-actualization, and a sense of worth. Using two sets of survey responses, collected 10 years apart (2004 and 2014), we assess whether there are differences in the demographics of those seeking voluntary project management certification, and the motivations (expected benefits), and realized benefits associated with this certification, at these two points in time. Demographically, the people with certification and those not pursuing certification did not exhibit any significant differences in either time period. Analyses indicate that feeling good and being good are the main motivators but participants pursuing certification in 2014 reported lower levels of motivations and received more benefit than those in 2004. Comparing responses as to why professionals pursue voluntary PM certification across a decade span, gives us an indication of how these perceptions may be changing with the increased popularity of the certification. We compare these findings to similar studies examining other volunteer certifications and conclude by discussing the potential impact of these changes from the perspective of the individuals seeking certification, the occupation, and certifying organizations.

  • 8.
    Blomquist, Tomas
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Dehghanpour Farashah, Ali
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Thomas, Janice
    Athabasca University.
    Project management self-efficacy as a predictor of project performance: Constructing and validating a domain-specific scale2016In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 34, no 8, p. 1417-1432Article in journal (Refereed)
    Abstract [en]

    Measures of self-efficacy beliefs have been shown to be the best predictor of individual performance in many disciplines over 30 years. This makes measures of perceived self-efficacy a good indicator for those interested in hiring for, or improving specific skill sets. In project management, measuring the skill level of project managers is an important practical and academic question. Practically, hiring managers and program managers, needs an indicator of performance to help select the most appropriate project managers for each project. Academically, a common, established scale to measure project management self-efficacy would provide a tool for improving project management training and education, and increasing the comparability of research results across samples, industries and project results. This paper presents the construction and validation of a set of domain-specific, project management self-efficacy scales and provides evidence of its ability to predict project performance.

    The full text will be freely available from 2019-12-01 11:28
  • 9.
    Blomquist, Tomas
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Gällstedt, Margareta
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Vad motiverar projektens kunskapsarbetare?2008In: Projektliv: Villkor för uthållig projektverksamhet, Författarna och Studentlitteratur , 2008, p. 83-100Chapter in book (Refereed)
  • 10.
    Blomquist, Tomas
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE).
    Gällstedt, Margareta
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE).
    Hällgren, Markus
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE).
    Nilsson, Andreas
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE).
    Söderholm, Anders
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE).
    Project as practice: making project research matter2006In: Proceedings of IRNOP VII Project Research Conference, Beijing: Publishing house electronics industry , 2006, p. 540-549Conference paper (Refereed)
    Abstract [en]

    Project theory is not only an immature field of research, it is insubstantial when it comes to understanding what is really going on in projects. This paper contributes to making project research matter to the academic as well as the practitioner through the theoretical development of a project-as-practice approach, aligned with an ongoing debate in social science research. We outline the framework of project-as-practice and argue that there are two major challenges to the researcher: the relevance challenge and the pattern challenge. We suggest how these challenges can be met and give some examples of earlier studies that have done so. The practice approach is not a substitute to present theorizing but rather a complement that brings substance. Finally, underlying notions of the practice approach are outlined in order to have a fruitful future development of a project-as-practice approach that makes project theory matter!

  • 11.
    Blomquist, Tomas
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Hällgren, Markus
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Nilsson, Andreas
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Development of virtual teams and learning communities2006In: Collaborating virtually: concepts and applications, Punjagutta, India: ICFAI University Press , 2006, p. 121-131Chapter in book (Refereed)
    Abstract [en]

    Students of an Internet based course in project management worked during a 20 week period worked in teams of 4-6 persons. The course consisted of Swedish students living in Sweden or abroad, which made it impossible for many of the teams to have any face-to-face interaction. During the course, the teams were assigned a series of discussion questions and cases. The study, based on a survey of 287 students who participated in the course, examined their experience of teamwork and showed that many of the classical team development issues also evolve in a virtual team. Furthermore, the study showed that students considered their teamwork was efficient and that being able to communicate, discuss and share experiences was essential for developing a positive learning community.

  • 12.
    Blomquist, Tomas
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Hällgren, Markus
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Nilsson, Andreas
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Söderholm, Anders
    Mid Sweden University, Sweden.
    Project-as-practice: in search of project management research that matters2012In: IEEE Engineering Management Review, ISSN 0360-8581, E-ISSN 1937-4178, Vol. 40, no 3, p. 88-103Article in journal (Refereed)
  • 13.
    Blomquist, Tomas
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE).
    Hällgren, Markus
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE).
    Nilsson, Andreas
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE).
    Söderholm, Anders
    Mittuniversitetet, Sundsvall.
    Project-as-practice: in search of project management research that matters2010In: Project Management Journal, ISSN 8756-9728, E-ISSN 1938-9507, Vol. 41, no 1, p. 5-16Article in journal (Refereed)
    Abstract [en]

    Research on projects is not only an immaturefield of research, but it is also insubstantial whenit comes to understanding what occurs in projects.This article contributes to making projectmanagement research matter to the academic aswell as to the practitioner by developing a projectas-practice approach, in alignment with theongoing debate in social science research.The article outlines a framework and argues thatthere are two major challenges to the researcherand also suggests how these challenges can bemet. Underlying notions of the practice approachare outlined to ensure a development of theproject-as-practice approach that makes projectmanagement research matter!

  • 14.
    Blomquist, Tomas
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Isberg, Sofia
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Renström, Helena
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Interactive recycling: Service innovation in a green cluster2013In: Marketing management in geographically remote industrial clusters: Implications for business-to-consumer marketing / [ed] George Tesar, Jan Bodin, Singapore: World Scientific, 2013, p. 213-227Chapter in book (Refereed)
  • 15.
    Blomquist, Tomas
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Lundin, Rolf A.
    Projects - real, virtual or what?2010In: International Journal of Managing Business in Projects, Vol. 3, no 1, p. 10-21Article in journal (Other academic)
    Abstract [en]

    Purpose – At the heart of this paper is the question of how to describe the ongoing changes of project management (PM) and how to cultivate the understating of projects. In line with the theme of this issue, a non-traditional approach of presenting this paper is used with the aim of providing a lived experience view on projects. This helps pave the way for changed perceptions of many of the traditional ideas of projects and PM, implicitly demanding a need for rethinking the field. The purpose of this paper is to offer some of that rethinking and suggest how to research it. Design/methodology/approach – The approach is narrative and builds on exploratory storytelling which is common in the social sciences but quite non-traditional in the PM sphere. Findings – The paper explores the kind of arguments people might have when defending their perceptions of what a project is and should be. Practical implications – Traditional PM might benefit from being open to experiences from non-traditional areas of application, and equally important is that the reverse might apply. Originality/value – Rethinking PM and relating to social science areas is very much in the vogue presently. The authors wish to push that issue even further, and this paper illustrates one way to achieve a fruitful dialogue or a discussion in a scientifically based context.

  • 16.
    Blomquist, Tomas
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Müller, Ralf
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Analysis of Roles and Responsibilities of Program and Portfolio Managers2004In: Symposium Proceedings of Global Project and Manufacturing Management, 2004, p. 115-132Conference paper (Other academic)
  • 17.
    Blomquist, Tomas
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Müller, Ralf
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Program and portfolio managers: Analysis of roles and responsibilities2004In: Proceedings of the PMI Research Conference 2004, July 11-14, London, UK, 2004Conference paper (Other academic)
  • 18.
    Blomquist, Tomas
    et al.
    Umeå University, Faculty of Social Sciences, Business Administration.
    Packendorff, Johann
    Umeå University, Faculty of Social Sciences, Business Administration.
    Ekonomisk styrning för förändring: en studie av ekonomiska styrinitiativ i hälso- och sjukvården1998Doctoral thesis, monograph (Other academic)
    Abstract [en]

    Since the end of the 1980’s  Swedish county council managers has been preoccupied with planning and implementing organisational change in order to alleviate the financial problems and to create more efficient production systems. Many of these efforts to change have implied changing the systems for management accounting and control, changes that have been inspired both by market-oriented ideologies and by the governance principles of large corporations in the private sector. Literature on manage­ment accounting and control indicates however, that management is unintentionally contributing to the creation of organisational inertia and conservatism. This contradiction is formulated as a change dilemma; ”How can managerial principles that make organizations subject to  bureaucratization and inertia be used as important strategies for organizational change?” The purpose of the study is thus to analyze the use of management control systems as organizational change strategies in health care, employing a change perspective on management control.

    When used as a change strategy,  management accounting and control becomes manifest as management control initiatives. Actors handle these control inititatives by organising themselves around the issue at hand. This organising process ends or fades away when there are no need for further attention to the control initiative.

    Empirical studies were made in the councils of Västerbotten, Sörmland and Upp­sala counties. Management control initiatives investigated were performance-related pay, quality improvement work, systematic planning procedures, provider/purchaser-models, downsizing projects and profit center systems.

    The systems for management accounting and control appeared to structure health care organisations in terms of spatial structuring temporal structuring and actor categorization. The management control initiatives introduced were structured as extraordinary organising processes delimited in terms of space, time and involved actors. Actors in the administrative norm system participated with the intention to change the organisation, while those in the medical norm system aimed at just handling the initiative.

    Management control initiatives can therefore be seen as passing opportunities to change, passing in the sense that the organising processes are temporary by nature, opportunities in the sense that temporary re-coupling can be used to  achieve long-term change. One such opportunity is the formulation of control initiatives; the possibility of using simple and standardized change strategies can be useful, but only if they are also linked to the medical norm system. A second opportunity is the temporary organising processes; if the project form of organising change can also be conveyed to the medical norm system, management control initiatives could result in short, intense courses of events that actually change things. The third opportunity  s the recurrent  cyc ica  pro­ perties  of  management  accounting  and control  systems, enabling  recurrent  activities around the same themes, thereby keeping them alive.

  • 19.
    Blomquist, Tomas
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Thomas, Janice
    Certifiering av projektledare: Ett sätt att skapa trygghet i yrkesrollen2008In: Projektliv: Villkor för uthållig projektverksamhet, Författarna och Studentlitteratur , 2008, p. 159-174Chapter in book (Refereed)
  • 20.
    Blomquist, Tomas
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE).
    Wilson, Timothy
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE).
    On productivity in project organizations2009In: International Journal of Managing Projects in Business/Emerald, ISSN 1753-8378, E-ISSN 1753-8386, Vol. 2, no 4, p. 591-598Article in journal (Refereed)
    Abstract [en]

    Purpose – The purpose of this paper is to look at the underlying unit cost considerations in project conduct at the firm level and an established business unit concept is extended to multi-project organizations. The approach and background are described along with apparent implications. Design/methodology/approach – The methodology developed by Gold is extended to cover multi-project organizations. The adaptation of the productivity network is demonstrated using a hypothetical case. Findings – The focus of the paper is on demonstrating an approach. Generally, productivity in an organization is found not to be dictated by a single input, but by the multiplicative outcome of each together. In particular, the number of projects handled each year appears to be of strategic importance in productivity. Research limitations/implications – The paper is conceptual, so applicability depends upon the nature of the particular organization to which it is applied. Implications, of course, will depend upon the degree to which actual data match the model. Practical implications – The approach permits managers to get a handle on productivity in their organizations. It is particularly attractive insofar as it largely depends upon available accounting information for input. This paper seeks to fuel greater interest and debate by practitioners and project management academics about the topic. Originality/value – Although the paper is conceptual, the authors believe that it may among the first to quantitatively treat productivity in multi-project organizations. The approach can be used to understand the productivity as well as some elements of effectiveness of multi-project organizations.

  • 21.
    Blomquist, Tomas
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Wilson, Timothy
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Project marketing in multi-project organizations: A comparison of IS/IT and engineering firms2007In: Industrial Marketing Management, Vol. 36, no 2, p. 206-218Article in journal (Refereed)
    Abstract [en]

    An emerging trend suggests that a project marketing approach could, or should, be merged into project management. Consequently, an exploratory study has been made of the project marketing and management functions in four firms in two different industries and analyzed with a project marketing overlay. Contrasts were noted. The engineering firms actually described their marketing activity as a sales activity and the function tended to be differentiated from project management. The IS/IT firms, on the other hand, appeared to be particularly oriented toward establishing mutual understanding of customer needs and marketing was closely integrated with project management. Major differences are associated with the relative environments in which the firms work.

  • 22.
    Blomquist, Tomas
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Wilson, Timothy
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Project Marketing: Strategy, Tactics, Differentiation and Integration2008In: Projects and Profits, Vol. 8, no 1, p. 37-42Article in journal (Refereed)
    Abstract [en]

    There has been considerable interest in the management of projects, but little attention has been devoted to their marketing. This study was undertaken to ascertain the apparent strategy and tactics used by firms in a cross-section of situations. Observations suggest that the approach used was contingent upon the offering, not the type of market served. Necessarily, project managers used to get involved in marketing. Basically, the tendency was to use project managers in sales capacity where it seemed useful. They then might get operational responsibility when proposals were successful.

  • 23.
    Blomquist, Tomas
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Wåhlin, Nils
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Lundin, Rolf A.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration. Jönköping International Business School.
    Grass Root Involvement in a Mega Program: Managing and Working in Project Society2017In: PM World Journal, ISSN 2330-4480, Vol. 6, no 12Article in journal (Other (popular science, discussion, etc.))
  • 24.
    Burström, Thommie
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Time managers in a platform project2014In: Advancing research on projects and temporary organizations / [ed] Lundin, R & Hällgren, M, Koege: Copenhagen Business School Press , 2014, p. 71-90Chapter in book (Refereed)
  • 25.
    Hällgren, Markus
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Blomquist,, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Nilsson, Andreas
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Söderholm, Anders
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Project management practice: making project management research matter2006Manuscript (preprint) (Other academic)
    Abstract [en]

    Project theory is not only an immature field of research, it is insubstantial when it comes to understanding what is really going on in projects. This paper contributes to making project research matter to the academic as well as the practitioner through the theoretical development of a project-as-practice approach, aligned with an ongoing debate in social science research. We outline the framework of project-as-practice and argue that there are two major challenges to the researcher: the relevance challenge and the pattern challenge. We suggest how these challenges can be met and give some examples of earlier studies that have done so. The practice approach is not a substitute to present theorizing but rather a complement that brings substance. Finally, underlying notions of the practice approach are outlined in order to have a fruitful future development of a project-as-practice approach that makes project theory matter!

  • 26.
    Hällgren, Markus
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Nilsson, Andreas
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Söderholm, Anders
    Mid-Sweden University, Sundsvall, Sweden.
    Relevance Lost! : A Critical Review of Project Management Standardisation2012In: International Journal of Managing Projects in Business/Emerald, ISSN 1753-8378, E-ISSN 1753-8386, Vol. 5, no 3, p. 457-485Article in journal (Refereed)
    Abstract [en]

    Purpose – The purpose of this paper is to critically analyze the consequences of the diffusion of generic project management knowledge.

    Design/methodology/approach – This paper is conceptual in its nature, using short examples of four different areas (education, research, certification and practice) to show the diffusion of project management knowledge throughout these areas.

    Findings – In this paper the authors argue that relevance may be lost at two levels. The first loss occurs when the practice of project management is transferred, through generalisation and standardisation, into what is generally known as “Best Practice”. The second occurs when “Best Practice” is transferred back to where it is applied (education, research, certification and practice).

    Research limitations/implications – The risk of losing relevance has consequences for what one bases one's assumptions of the nature of projects upon. If the assumptions are based on standardized knowledge, without critically assessing its correctness, the likelihood of producing less relevant research is higher.

    Practical implications – With the risk of losing relevance the authors argue that anyone involved in the areas of education, research, certification and practice needs to be cautious of how they perceive and work with the standards. There is a risk that the knowledge becomes even less relevant and students and practitioners are therefore less prepared for reality.

    Originality/value – This paper is part of the literature critiquing the standardization of project management knowledge but it is distinct in terms of how the diffusion processes are perceived and utilized in a project setting.

  • 27.
    Mainga, Wise
    et al.
    College of Business Administration, Ajman University of Science & Technology, United Arab Emirates.
    Yan, Lina
    Transaction Services Group, Pricewaterhouse Coopers, SHANGHAI, China.
    Hamde, Kiflemariam
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Project learning and project competencies in project-based firms: swedish consultancy firms as case study2011In: World Journal of Management, ISSN 1836-070X, Vol. 2, no 3, p. 94-119Article in journal (Refereed)
    Abstract [en]

    This study explores, describes and analyzes the various characteristics of interproject learning mechanisms and project competencies found in a sample of consulting firms in Sweden. The study focuses on the perceived importance of different interproject learning mechanisms and their perceived impact in developing project competencies in consulting firms. The study interrogates the ‘perceptions’ of ‘key’ informed project management practitioners, who have experience of managing projects. Their perceptions about project activities in their respective firms helped capture a ‘managerial’ view, as well as, provide ‘expert’ opinion. The study finds that the most highly ranked and valued interproject learning mechanisms involved some degree of face-to-face interactions. Learning mechanisms that enables the capture, storage and transfer of explicit knowledge, though important, were not ranked highly in importance as person-to-person communication. The difference might be due to the efficient way the latter mechanisms have in transferring socially embedded and context-dependant tacit knowledge, which comprise a large part of knowledge applied in execution and management of projects. As a result of the research findings, a number of recommendations are outlined.

  • 28.
    Müller, Ralf
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Governance of Program and Portfolio Management: Middle Managers Practices in Successful Organizations2006In: Proceedings of the PMI Research Conference, July 16-18, 2006 Montreal, Canada, 2006Conference paper (Refereed)
  • 29.
    Müller, Ralf
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Martinsuo, Mia
    Project Portfolio Control and Portfolio Management Performance in Different Contexts2008In: Project Management Journal, ISSN 8756-9728, Vol. 39, no 3, p. 28-42Article in journal (Refereed)
    Abstract [en]

    This article investigates the nature and relationship of project portfolio control techniques and portfolio management performance, and how this relationship is moderated by situational idiosyncrasies of internal and external dynamics, industries, governance types, and geographic location. A worldwide questionnaire with 242 responses was used, of which 136 high-performing responses were filtered out for quantitative analysis of best practices. Three portfolio control factors were identified: portfolio selection, portfolio reporting, and decisionmaking style. Two measures for portfolio management

    performance were identified: achievement of desired portfolio results and achievement of project and program purpose. The results

    indicate that different portfolio control mechanisms are associated with different performance measures. A contingency model was

    developed, including moderating effects by contextual variables.

  • 30.
    Nair, Sujith
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Blomquist, Tomas
    Business incubation models: challenges for the next generation of incubators2014Conference paper (Refereed)
  • 31.
    Nair, Sujith
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Business incubators: Designing for failure management’2015Conference paper (Refereed)
  • 32.
    Nair, Sujith
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Blomquist, Tomas
    Business models within the quintuple helix: enablers of complex innovations2015Conference paper (Refereed)
    Abstract [en]

    The resources required for the exploration and exploitation of new age innovations are spread across multiple entities and require their active orchestration within innovation ecology. Innovations that are prevalent in areas such as developing new energy systems, materials and biopharmaceuticals involve multiple actors that become closely coupled to one another through non-linear interactions, giving rise to complexity. Firms often lack the capabilities required for such complex innovations and therefore business models need to be designed that are able to create and capture value that are mired in the complexities of the wider ecology. Our study demonstrates how business models can be designed for complex innovations that happen at the intersection of industry, university, government, civil society and the natural environment. Such business models enable the firm to capture value that is beyond what can be achieved through a traditional business model.

  • 33.
    Nair, Sujith
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Failure prevention and management in business incubation: practices towards a scalable business model2018In: Technology Analysis & Strategic Management, ISSN 0953-7325, E-ISSN 1465-3990Article in journal (Refereed)
    Abstract [en]

    How support systems such as a business incubator deal with failure, a common phenomenon in new venture creation, is less understood. Employing a value creation perspective helps us to understand failure, the inability of an entrepreneurial team to build a scalable business model. Based on case studies at nine Swedish business incubators, we develop a dynamic process model towards understanding failure prevention and management in business incubation. We find business incubation practices towards failure prevention and management to be a mix of predictive and non-predictive strategies. These practices could help prevent and mitigate failure at personal, organisational and social levels towards value creation for the startups and their stakeholders and channel the effects of failure towards social benefit.

  • 34.
    Nair, Sujith
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Blomquist, Tomas
    The Behaviour of Participants in Business Incubation: Exploring the role of Docility2017In: Academy of Management Proceedings, 2017, 2017, Vol. 2017, article id 1Conference paper (Refereed)
    Abstract [en]

    Current discussions on business incubation tend to ignore the role of participant behavior. From a theoretical perspective we focus on how docility, a fundamental social asset in decision deliberation as applied in Herbert Simon’s theory of social learning, holds the key in terms of understanding the incubation of new ventures. We explore the manifestation of docility in the behavior of incubatees and business coaches, and consider how its presence promotes progress in incubation and value-creation activities. The findings enhance understanding of collaborative new-venture creation in the context of business incubation from a behavioral perspective.

  • 35.
    Näsholm, Malin
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Narrating city development: Umeå as a European Capital of Culture 2014 in the local newspaper2014Conference paper (Other academic)
  • 36.
    Näsholm, Malin
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Organizing by co-creation: emerging cultural projects2013In: Proceedings of the 22nd Nordic Academy of Management Conference (NFF), Reykjavik, Island, August 21-23, 2013. Track 11., 2013Conference paper (Other academic)
    Abstract [en]

    Co-creation can be seen as a form of organizing, building from the bottom-up, often within the structure of an open-source project. Previous studies on projects have often had the perspective that projects are organized through a top-down approach where a project, or a number of projects, is created for the development of a new product or service. In this study we take a perspective of co-creation and user involvement to show how projects can emerge from the bottom up. Umeå’s application to become the European Capital of Culture 2014 was successful, to a large extent due to its unique approach to organize the project through co-creation. The idea is that cultural projects forming the program should emerge from the community, but how can this be organized? The purpose of the paper is to illustrate how a large multi-project initiative is managed and organized through co-creation practices. Interviews with politicians involved, people from the Umeå 2014 project team and secondary data on the project will be analyzed to explore how the project is organized and the process by which cultural projects within it emerge. To illustrate, two cultural projects are analyzed more specifically. The Umeå 2014 project takes the role of a platform that makes meetings and interactions possible, and organizing by co-creation allows for creative cultural projects to emerge. The paper contributes to research on multi-project initiatives and illustrates that co-creation practices can be a fruitful, although challenging, approach that contradicts the traditional way of running programs.

  • 37.
    Näsholm, Malin H.
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Co-creation as a strategy for program management2015In: International Journal of Managing Projects in Business/Emerald, ISSN 1753-8378, E-ISSN 1753-8386, Vol. 8, no 1, p. 58-73Article in journal (Refereed)
    Abstract [en]

    Purpose – Little attention has been paid to the initial development of programs. The purpose of this paper is to explore co-creation as an alternative strategic approach for program management. Co-creation of programs means that the projects within the program are created by the users and producers of the projects.

     

    Design/methodology/approach – The paper is based on a case study of the co-creation approach of the Umeå 2014 European Capital of Culture program. The empirical material analyzed consists of qualitative interviews with members of the Umeå 2014 team and the politicians involved, as well as secondary data on the program.

     

    Findings – The Umeå 2014 Capital of Culture program takes the form of a platform that makes meetings and interactions possible. Co-creation allows for creative cultural projects to emerge, but the program becomes reliant on the different actors involved. Balancing dilemmas of multiple stakeholders and maintaining control while enabling the emergence of ideas is key.

     

    Practical implications – These findings have practical implications for the management of more emergent program structures. A flexible organization with guiding values and criteria to balance the different projects can be used to achieve program goals when multiple stakeholders have their own agendas.

     

    Originality/value – This paper contributes to research on program management by introducing the concept of co-creation as a strategic approach for program management. The creative and innovative benefits of co-creation can be reached in the development of programs but other challenges for their management are involved.

  • 38.
    Näsholm, Malin
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Tomas, Blomquist
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    The meanings of co-creation of culture2015In: Culture and Growth: Magical Companions or Mutually Exclusive Counterparts? Proceedings / [ed] Britta Lundgren and Ovidiu Matiu, Sibiu: Lucian Blaga University​ Press , 2015, p. 10-28Conference paper (Refereed)
    Abstract [en]

    Umeå as European Capital of Culture 2014 had co-creation as a guiding value and as a strategy for the year. While co-creation has become a widely used concept, it can be interpreted in different ways as it is translated in new contexts. The purpose of this paper is to increase the understanding of how co-creation is perceived in the context of developing a European Capital of Culture program. We explore the concept as interpreted in official documents, by politicians and members of the team as well as by different cultural actors with projects in the program. The findings show that the idea of co-creation is adopted but is translated over time (from application, to way of organizing, to project content, to legacy of the year) and enacted in the different contexts and practices (program development, activities in the team, applications for funding, and for small and large actors).

  • 39.
    Saarikko, Ted
    et al.
    Umeå University, Faculty of Social Sciences, Department of Informatics.
    Westergren, Ulrika H.
    Umeå University, Faculty of Social Sciences, Department of Informatics.
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    The Internet of Things: are you ready for what's coming?2017In: Business Horizons, ISSN 0007-6813, E-ISSN 1873-6068, Vol. 60, no 5, p. 667-676Article in journal (Refereed)
    Abstract [en]

    Are you ready for what’s coming? As senior managers look to connect products, processes, and services to the growing field of the Internet of Things (IoT), this is an important preliminary question. Leveraging the IoT for firm benefit involves revisiting certain ideas that may have gone unquestioned for a long time. In this article, we begin by reviewing the complexity of the IoT, the complexities of an increasingly interconnected environment, and the increasing need to develop partnerships in order to create innovative solutions. We then offer practical insights from a case in which three actors with reciprocal specialties cooperated to create an IoT solution in the form of a connected appliance. While a shared spirit of optimism prevailed throughout the endeavor, reaching the finish line meant jumping a few hurdles along the way. Finally, we describe a number of fundamental issues related to business models, partnership strategy, data ownership, and technology diffusion that every enterprise should address before diving headfirst into the Internet of Things.

  • 40.
    Saarikko, Ted
    et al.
    Umeå University, Faculty of Social Sciences, Department of Informatics.
    Westergren, Ulrika H.
    Umeå University, Faculty of Social Sciences, Department of Informatics.
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    The Inter-organizational Dynamics of a Platform Ecosystem: Exploring Stakeholder Boundaries2016In: 2016 49th Hawaii International Conference on System Sciences (HICSS 2016) / [ed] Bui, TX; Sprague, RH, IEEE Computer Society, 2016, p. 5167-5176Conference paper (Refereed)
    Abstract [en]

    The Internet of Things (IoT) creates a myriad of new business opportunities that focus on collecting, transmitting, and analyzing product data. IoT collaborations bring together diverse firms with separate skill-sets that both produce and utilize digitized data to co-create value. While previous research has explored the technical implications of IoT in great detail, it has largely ignored the business implications of such endeavors. In this paper, we focus on the early stages of the emerging inter-organizational relationships that IoT enables and ask the question: How can the inter-organizational dynamics between disparate actors in an IoT ecosystem be perceived and understood? By conducting a qualitative case study and tracing four types of organizational boundaries: efficiency, power, competence and identity, we show how firm boundaries are emergent, dynamic, and constantly negotiated between firms. Allowing for and understanding this relational interplay is crucial in order for IoT ecosystems to thrive and grow.

  • 41.
    Shi, Quian
    et al.
    School of Economics and Management, Tongji University, Shanghai, China.
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE).
    A new approach for project scheduling using fuzzy dependency structure matrix2012In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 30, no 4, p. 503-510Article in journal (Refereed)
    Abstract [en]

    As an alternative solution, the Dependency Structure Matrix (DSM) is a useful tool in project scheduling when approaching information dependency issues between activities. However, the current DSM approach faces the dilemma that the overlap of activities cannot be precisely estimated in the planning stage of a project, and the solution calls for a robust methodology for managing schedules within uncertain conditions of information dependency. The aim of our research is to propose an approach that utilizes fuzzy set theory to solve the problem within an uncertain environment. As an extension of traditional DSM-based scheduling, we describe the overlap and duration of activities as fuzzy numbers and put forth a systematic algorithm to calculate the time variables of activities and project duration thereof. An example is also provided to demonstrate the effectiveness of the algorithm.

  • 42.
    Westergren, Ulrika H.
    et al.
    Umeå University, Faculty of Social Sciences, Department of Informatics.
    Saarikko, Ted
    Umeå University, Faculty of Social Sciences, Department of Informatics.
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    IoTguiden2017Report (Other academic)
    Abstract [sv]

    IoTguiden kommer ur ett Vinnovaprojekt som har skapat kunskap kring övergången från produkt till tjänst med Sakernas Internet (eng. Internet of Things, IoT) genom att 1) studera befintliga framgångsrika IoT- satsningar hos ett antal svenska företag inom olika branscher och 2) göra en bredare omvärldsanalys och benchmarking. Därigenom har projektet synliggjort möjligheter med IoT och vilka strategier, värdeskapande och roller som återfinns hos företag inom IoT- ekosystemet.

    Genom att studera IoT-satsningar vid ett 20-tal svenska företag inom olika branscher har projektet genererat resultat som är generellt applicerbara på alla företag som står inför en transformation baserat på de specifika möjligheter IoT skapar. Resultaten har sammanställts i en skrift, IoTguiden, som innehåller konkreta råd och praktiker. IoTguiden distribueras fritt, både digitalt och som trycksak. Projektet har letts av Umeå universitet med stor vana av liknande utredningsarbete och genom de andra projektaktörerna, Fältcom och Telia Company har god tillgång till fallföretag tryggats. Det här har gjorts för att visa på mångfald och potential för processförbättring, effektivisering och nytt värdeskapande, men också för att lyfta fram vad som är gemensamma nämnare för samtliga som satsar på IoT, oavsett branschtillhörighet. 

  • 43.
    Westergren, Ulrika H.
    et al.
    Umeå University, Faculty of Social Sciences, Department of Informatics.
    Saarikko, Ted
    Umeå University, Faculty of Social Sciences, Department of Informatics.
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    The IoTguide: a business guide to the Internet of Things2017Report (Other academic)
    Abstract [en]

    This research compiles relevant experiences and knowledge about the Internet of Things (ioT) in a clear and concrete guide. It is primarily based on interviews conducted between 2015 and 2017 with firms operating in different industries. While all firms featured in this guide are based in Sweden, we believe that their actions and strategies carry relevevance far beyond the context of any one nation or market. Furthermore, most of the firms that are featured in this guide have a strong international presence, further strengthening their ability to illustrate strategies for creating value by using IoT.  

    By highlighting best practices and showing how firms can apply IoT in dfferent ways while devel- oping new products, services, and business models we show the multiple ways in which IoT can be incorporated into organizational life. Our aim is to inspire firms to draw upon the experience of others and learn from the different cases and insights, starting a discussion on key strategic choices, so that they are better prepared when launching their own IoT venture. 

  • 44.
    Westergren, Ulrika H.
    et al.
    Umeå University, Faculty of Social Sciences, Department of Informatics.
    Saarikko, Ted
    Tillämpad informationsteknologi, Göteborgs universitet.
    Tomas, Blomquist
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Initiating the Internet of Things: Early adopters’ expectations for changing business practices and implications for working life2018In: The Internet of people, things and services: Workplace transformations / [ed] Claire A. Simmers & Murugan Anandarajan, New York: Routledge, 2018, p. 111-131Chapter in book (Refereed)
    Abstract [en]

    The Internet of Things (IoT) is estimated to grow at an exponential rate in the coming years. In this chapter, we investigate 21 Swedish firms, all early adopters of the IoT, but in different contexts: product firms, service providers, and technology developers. Through the lens of technological frames, we show how initial expectations are tied to the generation and analysis of data, with potential to influence new work practices, create enhanced business offerings, and nurture strategic collaborations. We also point out the importance of finding a balance between privacy and security and showing transparency in the use of data. Specifically, we conclude that in order for firms to successfully implement IoT into organizational processes they have to 1) change their work practices accordingly; 2) make sure that they have access to all needed competencies, be they internal or external; and 3) create an environment of trust that will leverage privacy concerns.

  • 45.
    Wilson, Timothy
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Saxman, Nancy
    Projects and profits2010Manuscript (preprint) (Other academic)
    Abstract [en]

    Multi-project firms exist to make a profit from their project activities. This article addresses issues associated with profits and projects, which we acknowledge is undoubtedly the 'primary' concern of multi-project organizations.

    Independent, academic studies in the area would be most welcome. The main reason they are probably not available is that standard accounting treatment does not capture information at the project level. Nevertheless, there are reasons to believe that profitability of projects would conform to an 80-20 rule, and longitudinal studies might show that firms become less, rather than more, profitable with age. Further, first time projects may be a nemesis for firms. Of course, empirial verification of these observations could lead to more effective management of multi-project firms.

  • 46.
    Wåhlin, Nils
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE).
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE).
    Guest editorial2015In: International Journal of Managing Projects in Business/Emerald, ISSN 1753-8378, E-ISSN 1753-8386, Vol. 8, no 4Article in journal (Other academic)
    Abstract [en]

    Culture is an important part of the society and economy. People tend to evaluate progress through the delivery and survival of cultural artifacts whether that is in tangible terms or through memory of spectacular events. In this way project management has much to offer society. Recent developments highlight how cultural issues in general become necessary for city and community development in order to maintain their attraction as livable places both for citizens and organizations. The variety of cultural activities range from performing and visual arts, music scenes and theaters, to concentrated efforts related to cultural festivals and large-scale Capital of Culture-years including multitudes of artistic expressions. Although it is widely acknowledged that culture matters to society, our understanding of how cultural projects are organized remain under-studied. This lack of knowledge is further emphasized when we consider how core cultural activities are related to creative industries and business development. A wide spectrum of artistic expressions is considered to stimulate co-creation and creativity between different spheres of activities, but the question is how. Despite the complexity of weaving together cultural activities of various types, projects stand out as a common denominator. Organizing by projects energize collaborative actions and provide arenas for creative exploration of the opportunities that lie ahead.

    The idea for a special issue on organizing cultural projects was triggered by a research project conducted at Umeå School of Business and Economics concerning the European Capital of Culture initiative in the City of Umeå, Sweden, which was implemented during 2014 (Wåhlin, 2012). We investigated how such a large-scale initiative was organized and planned before, during and after the event and how each phase of the implementation comprised challenges of various kinds. One prominent feature that stood out was the use of projects both when it came to assembling the program in its entirety as well as when it came to energizing small scale initiatives among cultural practitioners (Näsholm and Blomquist, 2015). The tendency of projectification really became obvious and made us aware of a more general trend of organizing cultural activities through projects all over Europe not least stimulated by the European Union (Lundinet al., 2015a). By stretching the boundaries of the normal routines every city seems to strive for turning the conditions of the creative city (Andersson, 2011) into action by empowering and stimulating citizens in co-creative projects. When considering such endeavors we mean that the notion of the projective city seems more appropriate and relevant (APROS/EGOS, 2015).

  • 47.
    Wåhlin, Nils
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Kapsali, Maria
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Boundary spaces for city development: bridging cultural and commercial interests in strategy practices2013In: Proceedings of the 22nd Nordic Academy of Management Conference (NFF), Reykjavik, Iceland, August 21-23, 2013, Track 17., 2013, p. 1-26Conference paper (Refereed)
  • 48.
    Wåhlin, Nils
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE).
    Kapsali, Maria
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE).
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE).
    Strategizing through urban spaces: materializing a capital of culture2013In: Proceedings of the 29th European Group of Organization (EGOS) Colloquium, Sub-theme 05: (SWG) Strategizing Activity and Practice: Connecting the Material to the Social. Montreal, Canada, July 4-6, 2013., 2013, p. 1-25Conference paper (Refereed)
    Abstract [en]

    The question in this paper is how strategies concerned with the development of the urban environment and economy create 'boundary spaces', that are physical but also social and mental, in which people translate, enact and materialize these strategies. Specifically, our study investigates the materialization of an urban strategy within the context of a development-cultural initiative by using a strategy-as-practice perspective enriched by narrative analysis. The narrative approach contributes to our understanding of how the social and material are successively entangled through urban spaces and weaved together and translated in praxis, practices and by practitioners. The 'boundary spaces' leave a clear mark in the townscape and aims to influence the ways of life in the city by outlining how the future could be built, since they become an interface transiting cultural, economic and social boundaries.

  • 49.
    Wåhlin, Nils
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Kapsali, Maria
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Harryson Näsholm, Malin
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Materializing urban design through boundary spaces2015Conference paper (Other academic)
    Abstract [en]

    This paper involves an exploration of how architecture, landscape and construction spaces contribute in urban design by providing incentives for interaction and emergence of collaborative ventures during a large cultural development initiative. The paper contains an analysis of how spaces becomes boundary mechanisms facilitating the translation of a cultural vision. By elaborating on ‘boundary spaces’ to explain the materialization of an urban strategy we use a praxeological outlook as it is framed in the strategy-as-practice literature. When we more closely delves into how spaces can be set in motion and become generative platforms we use the notion of action nets. Methodologically, the paper investigates how such strivings are articulated, planned and implemented in a local context by using a narrative approach comprised by analyses of narrative infrastructures. By mediating different layers of interpretation, boundary spaces turn into artifacts exceeding strategic projections.

  • 50.
    Wåhlin, Nils
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Kapsali, Maria
    Hull University Business School, UK.
    Harryson Näsholm, Malin
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Urban strategies for culture-driven growth: co-creating a European Capital of Culture2016Book (Other academic)
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