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The purpose of this paper is to explore the interdependencies between temporary and permanent aspects of project organizing and how they affect the management of public infrastructure operation and maintenance (O&M) activities.

The paper applies a case study approach and uses Lundin and Söderholm's (1995) framework of the temporary organization (with the themes of time, task, team and transition) to distinguish between temporary and permanent aspects of organizing two infrastructure O&M projects.

This paper adds to the literature on temporary organizations by recognizing a mixture of temporary and permanent aspects of project organizing in an empirical project-level example. In line with previous research, the themes of time, task, team and transition were shown to be interdependent. Furthermore, the paper broadens the theory of temporary organizations by presenting a project organization with significant permanent aspects.

Project managers of public sector projects need to be aware of the possible mixture of temporary and permanent aspects of project organizing. Management of projects that are found to have a mixture of temporary and permanent aspects should combine the perspectives and management practices of both temporary and permanent organizing. Not acknowledging permanent aspects could lead to management that is not adapted to the prerequisites of project organizing in this context.

The findings further develop the literature on temporary organizations by recognizing that there is not only a mixture of temporary and permanent aspects between the temporary organization and its permanent environment but there is also a mixture of temporary and permanent aspects of organizing within project organizations.

Innovation is constantly present in the construction industry, however, mainly on a single project level. Initiating and implementing inter-organizational innovation in a multi-project context such as in urban development entails large complexity, for example, because of the many interdependent projects and users of innovation. The users’ influence on inter-organizational innovation in a multi-project context has not been fully explored. Accordingly, the purpose of this paper is to discuss how users influence inter-organizational innovation in multi-project contexts by mapping the receptiveness for change.

A single case study approach was used, where empirical material including semi-structured interviews in combination with meeting observations, document studies and participative workshops were gathered. The rich empirical material, studying inter-organizational innovation in an urban development context, was mapped based on the receptive context for change framework.

A receptive context for change was not present in the studied multi-project context. Communication to develop and implement inter-organizational innovation was not sufficient and the clients’ procurement strategies were to a large extent not developed to facilitate inter-organizational innovation. Findings show differences in users’ possibility and aim to implement inter-organizational innovation.

The mapping of the receptive context to influence inter-organizational innovation widens the knowledge base and provides valuable insights on how inter-organizational innovation may be implemented in the loosely coupled construction industry. Furthermore, the findings broaden the discussion on clients as innovation supporters, and contribute to the debate on clients as innovation supporters, by highlighting the importance of distinguishing between different types of clients.

Prior research has emphasised the importance of the early phases of construction projects, as well as the difficulties of procuring engineering services – especially due to the uncertainties. Despite that, studies on the public procurement of engineering services are scarce. Although scholars have shown that uncertainty may affect the choice of control modes, the level of uncertainty that characterises services is not addressed by the two task characteristics: knowledge of the transformation process and output measurability. The purpose is to investigate organisational control in public procurement of engineering services.

The existing control model was adjusted in this study by conceptually adding uncertainty as a third aspect to the two task characteristics. A single case study of the Swedish Transport Administration was used. The empirical data, comprising 14 interviews with managers from the client and engineering consulting companies, were analysed using flexible pattern matching and visual mapping approaches and then illustrated using the model.

The public client did not base its choice of control modes on uncertainty, but rather on the other two task characteristics. Consequently, the service providers argued that the chosen control modes reduced their creativity, increased their financial risks and caused unclear responsibilities. This study therefore shows that uncertainty is an important factor to consider in the choice of control modes, both from a theoretical perspective and from the service providers' point of view. The developed model may therefore be useful for researchers as well as practitioners.

This study is the first attempt to add uncertainty as a task characteristic when choosing control modes. The results contribute to the scarce control literature regarding the procurement of engineering services for construction projects and the procurement of other services with high uncertainty.

This study aims to identify and categorise common on-site problems from a supply chain management (SCM) perspective and to trace the origin of these problems in the construction project process, the supply chain or in the intersection between these processes. This allows for identification of how on-site problems affect SCM in construction projects and how they can be mitigated.

A literature review in combination with semi-structured interviews was used to identify on-site problems. This enabled triangulation and strengthened both construct validity and internal validity.

On-site problems can be categorised in one of the four following categories: material flows, internal communication, external communication or complexity. The first category has its origin in the supply chain, the second in the construction project process, the third in the supply chain-construction process intersection on site and the fourth in the construction project as a whole. The findings conclude that on-site problems often originate from construction companies’ lack of supply chain orientation.

It is suggested that supply chain planning (SCP) can facilitate on-site problem mitigation in construction project management. This extends the body of knowledge of SCP in construction project management and supports the development of effective on-site construction project management.

The results show that SCP can aid construction project management in handling on-site problems earlier in the project process.

The main value lies in extending the body of knowledge in construction project management research by applying an SCM perspective and by introducing SCP to support more effective construction project management.

The purpose of this paper is to contribute to the theory development of “temporary organizing.”

The paper advances the theory of the temporary organization by applying a process ontological-perspective.

This research note conceptualizes “the temporary organization” as constantly changing across time and space; as shifting between two empirically driven modes: “goal seeking” and “goal oriented.” This is done through the shift of the trajectory of the particular “project” at hand.

Based on the theoretical suggestions in the paper, further research is encouraged to find empirical support of and to develop its claims.

Despite a call for taking the “organizing”-aspect of temporary organizations seriously, there is still a need for theory development of the area. By introducing the concept of “trajectories” into the studies of temporary organizations, the paper builds a theoretical framework through which such studies may be undertaken.

The purpose of this paper is to situate project portfolio management practice and explore its improvisational nature. The overall aim is to deepen the knowledge of what project portfolio managers do when they manage portfolios based on an organizational theory perspective.

This research explores the situated actions of project portfolio managers managing project portfolios and is based on two different case studies. The approach is qualitative and interpretative, with the aim of gradually developing an understanding.

The primary contributions in this paper are insights that enhance the understanding of project portfolio management practice, and the differences in practice between portfolio managers and project managers when creating “action space” and improvising. This knowledge is important for both project theory and project practice, for example when developing managerial competences and sense making structures as well as organizational design in order to increase competitiveness. The findings also contribute to project theory in relation to research on the “Practice Turn” and the literature on re‐situating projects.

The research implications emphasize the need for a better understanding of project portfolio management in practice, and an awareness of the need of uncertainty management executed by the portfolio managers situated actions (i.e. fulfilled by walk‐tour and circle communication).

The practical implications are an awareness of the fact that project‐based organizational settings have to emphasize a holistic approach and acknowledge the need for situated leadership (in particular for their project portfolio managers).

This paper fulfills an identified need to study situated project portfolio management practice.

Previous research on clients’ procurement typically focuses on their procurement strategies. Research on local sustainability governance has, however, revealed that municipalities also govern construction projects through land allocations. This paper aims to explore how housing developers are governed by municipal land allocations and the implications. The purpose is to problematize the governance of sustainability during the early phases of construction projects.

A case study on an urban development project in Sweden was conducted. Empirical material consists of interviews with housing developers’ project managers, observations from seminars and meetings between the developers and municipality officials and the municipality’s policy for land allocations and sustainability program. This was analyzed using Bulkeley and Kern’s (2006) typology of modes of governing change at the local level as a framework.

The results provide examples where the municipality governs the housing developers by authority, enabling and provision. The implications for the housing developers during the early phases of their construction projects are explored.

Findings have implications for research on clients’ procurement strategies because it illustrates how they can be governed during the early phases of certain construction projects, which might limit their flexibility during procurement. However, the study is only based on housing projects in one urban development project governed by one municipality.

Findings provide support for clients when designing their procurement strategies.

This paper contributes to the understanding of how sustainability is governed in construction projects and the implications for housing developers’ flexibility.

The purpose of the study is to map previous and current construction procurement research to further develop the research in the Nordic counties.

Mapping of previous and current research based on search in national database. The analysis is based on research perspectives, empirical contexts and research methods.

That the blind spots are partly overlapping, but that there is potential for knowledge transfer in some areas. There is also the potential for a Nordic research program on one or several of the blind spots.

The study is limited to PhD and licentiate-thesis reports in Norway and Sweden. Further research should include the other Nordic countries and a more extensive literature review including journal articles to broaden the scope. Findings have implications on collaborative Nordic research initiatives, knowledge transfer and in a longer perspective on the level of procurement knowledge in industry and society.

Findings provide a base for future research collaborations, initiatives and applications.

Findings provide a comprehensive understanding of construction procurement research in the Nordic countries, starting with Norway and Sweden. This understanding is needed for developing research collaborations and applications.

Traditional construction project practice has been based on rigid and impermeable boundaries that have made communication, cooperation and integration a major challenge. However, new collaborative approaches have been developed. This paper aims at adding to knowledge on projects‐as‐practice by interpreting findings from a case study on a contemporary collaborative construction project. The purpose of this paper is to provide knowledge about organizational development in the project‐based construction industry by identifying boundary actions in contemporary collaborative construction practices.

The paper is based on an exploratory longitudinal case study approach covering both early design phase and the following production phase, including interviews, participant observation at formal meetings and informal gatherings and internal and external documents. Thus, the methodology used is triangulation and the analysis has followed an interpretative process.

The paper provides empirical insights into three examples of boundary actions of a collaborative construction project: stakeholder boundary action, professional boundary action and geographical boundary action. From a project‐as‐practice perspective, these boundary actions turn out to be interesting renewal initiatives, providing increased understanding of where and how renewal can take place.

The findings are based on a single case study and more research on this area is needed. However, the paper shows examples of boundary actions in a contemporary project and thus adds to the knowledge on contemporary projects‐as‐practice.

The paper provides implications for construction project managers on examples of renewal arenas.

The paper is exploratory and the findings are important for much needed development and renewal of the construction industry.