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dc.contributor.authorStjerne, Iben Sandal
dc.contributor.authorSöderlund, Jonas
dc.contributor.authorMinbaeva, Dana
dc.date.accessioned2020-06-12T08:58:49Z
dc.date.available2020-06-12T08:58:49Z
dc.date.created2019-01-18T16:59:30Z
dc.date.issued2019
dc.identifier.citationInternational Journal of Project Management. 2019, 37 (2), 347-365.en_US
dc.identifier.issn0263-7863
dc.identifier.urihttps://hdl.handle.net/11250/2657859
dc.description.abstractThis paper introduces the notion of “temporal boundary spanning” and highlights the key role of project management in resolving temporal tensions among partners participating in interorganizational projects (IOPs). The present study, which is based on data from 93 IOPs undertaken within a major change program, relies on in-depth, semi-structured interviews, observations, and detailed analyses of written documents and procedures from those IOPs. Based on the data, we inductively develop a practice-based theory that identifies three main practices (framing, synchronizing, hyping) used to resolve the central temporal tensions observed in the studied IOPs. In that respect, the paper offers novel insights into the role and practice of project management in IOPs.en_US
dc.language.isoengen_US
dc.publisherElsevieren_US
dc.titleCrossing times: Temporal boundary-spanning practices in inter-organizational projectsen_US
dc.typeJournal articleen_US
dc.typePeer revieweden_US
dc.description.versionacceptedVersionen_US
dc.source.pagenumber347-365en_US
dc.source.volume37en_US
dc.source.journalInternational Journal of Project Managementen_US
dc.source.issue2en_US
dc.identifier.doi10.1016/j.ijproman.2018.09.004
dc.identifier.cristin1660648
cristin.ispublishedtrue
cristin.fulltextpostprint
cristin.qualitycode1


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