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dc.contributor.authorMüller, Ralf
dc.contributor.authorSankaran, Shankar
dc.contributor.authorDrouin, Nathalie
dc.contributor.authorVaagaasar, Anne Live
dc.contributor.authorBekker, Michiel C.
dc.contributor.authorJain, Karuna
dc.date.accessioned2018-03-07T09:29:25Z
dc.date.available2018-03-07T09:29:25Z
dc.date.created2018-01-12T09:14:48Z
dc.date.issued2017
dc.identifier.citationInternational Journal of Project Management. 2017, 36 (1), 83-94.nb_NO
dc.identifier.issn0263-7863
dc.identifier.urihttp://hdl.handle.net/11250/2489067
dc.description.abstractThis paper develops a framework for understanding the interaction between person-centered leadership by project managers (a.k.a. vertical leadership (VLS)) and team-centered leadership by individuals in the project team (a.k.a. horizontal leadership (HSL)). It builds on Archer's Realist Social Theory and its morphogenetic cycle, which describes the interaction of structure with agency for task fulfillment and the resulting reshaping (morphogenesis) or continuation (morphostasis) of structure for subsequent iterations of the cycle. Data were collected globally in 33 case studies with 166 interviews and analyzed using Alvesson's Constructing Mystery technique. A theory about the cycles and events that shape the interaction between VLS and HLS is developed, which includes events such as nomination, identification, selection, execution and governance, as well as transitioning. Managerial and theoretical implications are discussed.nb_NO
dc.language.isoengnb_NO
dc.publisherElseviernb_NO
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 Internasjonal*
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/deed.no*
dc.titleA theory framework for balancing vertical and horizontal leadership in projectsnb_NO
dc.typeJournal articlenb_NO
dc.typePeer reviewednb_NO
dc.description.versionacceptedVersionnb_NO
dc.source.pagenumber83-94nb_NO
dc.source.volume36nb_NO
dc.source.journalInternational Journal of Project Managementnb_NO
dc.source.issue1nb_NO
dc.identifier.doi10.1016/j.ijproman.2017.07.003
dc.identifier.cristin1541329
dc.description.localcode1, forfatterversjonnb_NO
cristin.unitcode158,4,0,0
cristin.unitnameInstitutt for ledelse og organisasjon
cristin.ispublishedtrue
cristin.fulltextpostprint
cristin.qualitycode1


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Attribution-NonCommercial-NoDerivatives 4.0 Internasjonal
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