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Wenche Aarseth

Phd stipendiat

NTNU, Institutt for produksjons- og kvalitetsteknikk

E-post:

Telefon:

Mobil:

wenche.aarseth@ntnu.no

7359 3814

975 24 049

Postadresse:

c/o Institutt for produksjons- og kvalitetsteknikk

7491 Trondheim 

Norge

Besøksadresse:

S.P Andersens vei 5

 

Tittel på avhandling:

An empirical study of organizational cooperation in traditional and global project execution 

 

Scientific summary 

Projects are in their nature collaborating organizations. Despite this fact, project research is rather scarce when it comes to theoretical knowledge and empirical evidence concerning the organizational side of collaborating in projects. The key objective of this thesis is to contribute to project research by increasing the understanding of organizational cooperation in projects. The primary theoretical perspective used in this thesis is theory on organizational cooperation, which is applied in the context of traditional and global project management research. The thesis comprises of a summary (part 1 of the thesis) and five publications (part 2 of the thesis) that are based on three separate case study research settings.

 

Publications 1 and 2 studied organizational cooperation and challenges in projects in the oil and gas industry and in the construction industry. Their empirical results are based on in-depth studies of seven large projects. The key contribution of publication 1 is that it identifies the need to understand the concept of “cooperative power” in projects as opposed to the more widely used competitive power and a collaborative model to implement the concept “cooperative power” in future projects. In publication 2 the key contribution is a practical understanding of how to implement partnering as a collaborative model to reduce the organizational challenges in construction projects and a proposed partnering model to be applied in future projects.

 

Publications 3 and 4 studied organizational cooperation and challenges in global projects and organizational aspects which might contribute to reducing the challenges in global projects. Their empirical results are based on in-depth studies of 40 large projects in 38 countries. The key contribution of publication 3 is that it identifies the most challenging organizational issues in global projects, and publication 4 describes organizational success factors in global projects.

Publication 5 compared the findings from traditional and global projects (publication 1 and 3). The key contribution of publication 5 is advice to the global project manager and strategies for reducing the organizational challenges in global projects.

 

The findings of this thesis highlight the importance of understanding and managing organizational cooperation and challenges. Through the application of organizational cooperation theory, the results of this thesis provide new theoretical and empirical understanding of organizational cooperation and challenges in projects.

Ultimately, the new knowledge from empirical studies in the context of traditional projects show the importance of understanding that to cooperate in projects and reduce the organizational challenges you need to manage and acknowledge your projects collaboration partners through cooperative power and a partnering approach. In the context of global projects, to have a holistic view of the project and its external surroundings and RQ (relationship intelligence) are introduced as necessary intelligences in global projects in addition to IQ, EQ (emotional intelligence) and CQ (cultural intelligence).

 

Other important scientific contributions of this thesis

  • Increased the understanding of organizational challenges in projects
  • Developed three new collaboration models
  • Introduced the concept “cooperative power”
  • Introduced a new definition of “organizational challenges”
  • Introduced a new definition of “global projects”

Through five papers published or accepted for publication in international journals, this doctoral thesis presents several new collaborative models to practically implement the findings to reduce organizational challenges in projects.

 

This thesis consists of an overview and of the following 5 publications:

 

  1. Aarseth, Wenche and Sørhaug, Hans Christian (Tian) (2009) Improving business performance in multi-company projects. International Journal of business performance management. Vol 11, no 4, 2009. p. 364-382.
  2. Aarseth, Wenche, Andersen Bjørn, Ahola Tuomas and Jergeas, George (2012) Practical difficulties encountered in attempting to implement partnering. Accepted for publication. International Journal of Managing Projects in Business, Vol 5, issue 2/3.
  3. Aarseth, Wenche, Rolstadås, Asbjørn and Andersen, Bjørn (2011) Managing organizational challenges in global projects. Minor revision. International Journal of Managing Projects in Business. 2011.
  4. Aarseth, Wenche, Rolstadås, Asbjørn and Andersen Bjørn (2011) Key factors for Management of Global Projects. International Journal of Transitions and Innovation Systems, issue 4, 2011.
  5. Aarseth, Wenche (2011). Global project leadership: Managing organizational challenges through RQ. Published at the Nordic Academy of Management. 22.-24.August 2011.