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The past two decades have seen a growing scholarly focus on applying concepts and theories from the strategic management field to explain how project-based organisations initiate and deliver projects. In this study, we focus on the increasing application of the concept of organisational capabilities. We employ a semi-systematic literature review to investigate how the capability-based view has been adopted and adapted in the context of project organising research. The findings are first presented through traditional quantitative measures. Selected articles are then categorised in accordance to how theoretically grounded they are, and are further divided into three main research themes: capability identification, capability development, and capability and performance. On the basis of these themes, we synthesise what we see as key issues in progressing capability research in the project organising domain; and provide suggestions for how future research can be developed in order to make broader theoretical contributions, whilst also remaining practically relevant.
Roine Leiringer; Sujuan Zhang. Organisational capabilities and project organising research. International Journal of Project Management 2021, 39, 422 -436.
AMA StyleRoine Leiringer, Sujuan Zhang. Organisational capabilities and project organising research. International Journal of Project Management. 2021; 39 (5):422-436.
Chicago/Turabian StyleRoine Leiringer; Sujuan Zhang. 2021. "Organisational capabilities and project organising research." International Journal of Project Management 39, no. 5: 422-436.
Programme organisations operate in complex environments under the influence of multiple institutional logics. Previous studies have focused on how these kinds of organisations respond to external demands by implementing appropriate governance structures. This, however, produces an understanding of programme organisations as being unitary and working to integrate programme activities and practices under one dominant internal institutional logic. In this paper, we study the consequences of internal logic multiplicity for the governance of programme organisations. Drawing on data from a major Danish construction programme we show how, in order to achieve its mission, the programme organisation incorporates three distinct logics into its daily activities and practices. The findings illustrate how a compartmentalised structural approach is applied to differentiate and independently deal with the three logics in structurally distinct organisational spaces. To avoid fragmentation and ensure coordination, governance mechanisms are put in place that coordinate activities and practices across the organisational spaces whilst maintaining their compartmentalisation. The paper thus contributes to the literature on programme management with insights on how the institutional context influences programme structures and operations, and how governance mechanisms are implemented to manage activities and practices across organisational spaces guided by different logics.
Nicolaj Frederiksen; Stefan Christoffer Gottlieb; Roine Leiringer. Organising for infrastructure development programmes: Governing internal logic multiplicity across organisational spaces. International Journal of Project Management 2021, 39, 223 -235.
AMA StyleNicolaj Frederiksen, Stefan Christoffer Gottlieb, Roine Leiringer. Organising for infrastructure development programmes: Governing internal logic multiplicity across organisational spaces. International Journal of Project Management. 2021; 39 (3):223-235.
Chicago/Turabian StyleNicolaj Frederiksen; Stefan Christoffer Gottlieb; Roine Leiringer. 2021. "Organising for infrastructure development programmes: Governing internal logic multiplicity across organisational spaces." International Journal of Project Management 39, no. 3: 223-235.
The role of industry self-regulation in facilitating sustainable development has gained increasing recognition over the past two decades. As a result, voluntary certification standards have become ever more common and have been portrayed as effective means of enforcing more environmentally beneficial practices across a range of industries. In this paper, we consider the role of one such type of standard, building environmental assessment methods (BEAMs), and the role they have played in the transition towards green building in the construction industry. Drawing on the theory of strategic action fields, and using the case of HK BEAM in Hong Kong, we investigate the origins, development and impact of BEAMs in what is a highly de-centralised and fragmented industry. The paper concludes with reflections on the need to extend focus from the contents of the BEAMs in terms of categories, criteria and weightings, to instead more actively consider the “taken-for-granted” assumptions around sustainability and the dominant institutionalised practices in construction.
Roine Leiringer. Sustainable Construction through Industry Self-Regulation: The Development and Role of Building Environmental Assessment Methods in Achieving Green Building. Sustainability 2020, 12, 8853 .
AMA StyleRoine Leiringer. Sustainable Construction through Industry Self-Regulation: The Development and Role of Building Environmental Assessment Methods in Achieving Green Building. Sustainability. 2020; 12 (21):8853.
Chicago/Turabian StyleRoine Leiringer. 2020. "Sustainable Construction through Industry Self-Regulation: The Development and Role of Building Environmental Assessment Methods in Achieving Green Building." Sustainability 12, no. 21: 8853.
In the project management literature, projects have often been conceptualized as mere implementation sites of organizational strategy. However, such rationalization seldom draws on empirical evidence of strategy as it unfolds at the micro-level and at the interfaces between projects and the organization. Drawing on rich case-study data, this article explores strategy as-it-is-practiced in a large project-based organization. Using a Strategy-as-Practice lens to identify key patterns of strategizing actions, we found that project mind-sets and skill-sets afforded project actors legitimacy to act as strategists on all organizational levels. Project actualities therefore broadly shape strategy in the organization, and play a much larger role in organizational strategizing than typically portrayed in the literature. The findings are used to suggest new perspectives regarding who are strategists and what strategy is in project-based organizations, and outline new directions for a revitalized research agenda on strategy in the project-management field.
Martin Löwstedt; Christine Räisänen; Roine Leiringer. Doing strategy in project-based organizations: Actors and patterns of action. International Journal of Project Management 2018, 36, 889 -898.
AMA StyleMartin Löwstedt, Christine Räisänen, Roine Leiringer. Doing strategy in project-based organizations: Actors and patterns of action. International Journal of Project Management. 2018; 36 (6):889-898.
Chicago/Turabian StyleMartin Löwstedt; Christine Räisänen; Roine Leiringer. 2018. "Doing strategy in project-based organizations: Actors and patterns of action." International Journal of Project Management 36, no. 6: 889-898.
Construction management is an internationally recognized area of research with an established and growing community of academics. It has grown from largely “research consultancy” activities to additionally attracting significant amounts of academic research funding and has, partially, moved away from its applied, engineering dominated origins to increasingly engage with, and contribute to, mainstream academic debates in business and management, economics and the social sciences. It has, as such, become an academic field in its own right. However, recent dynamics within both university institutions and national economies are changing the landscape of construction management research (CMR). A blurring of traditional university boundaries, reprioritization of research funding and increasing emphasis on national and international rankings have led to increased pressure on individual academics and the community they constitute. Drawing on scenario development we ask what, in the face of a turbulent environment, might the futures of CMR be? Four potential futures for CMR are outlined, depicted as four potential scenarios: convergence, retrenchment, disappearance and hybridization. These describe potential outcomes from the institutional dynamics currently at play. The intention is neither to predict the future, nor to prioritize one scenario over another, but to open a debate on the institutional pressures the field is facing, and what the outcomes might be.
Chris Harty; Roine Leiringer. The futures of construction management research. Construction Management and Economics 2017, 6, 1 -12.
AMA StyleChris Harty, Roine Leiringer. The futures of construction management research. Construction Management and Economics. 2017; 6 (7):1-12.
Chicago/Turabian StyleChris Harty; Roine Leiringer. 2017. "The futures of construction management research." Construction Management and Economics 6, no. 7: 1-12.
The need for technological and administrative innovation is a recurrent theme in the UK construction-reform agenda, but generic improvement recipes are beginning to give way to a more focused prescription: building information modelling (BIM). The current strategy is to mandate the use of BIM for government projects as a way of integrating the design, construction and operation of publicly procured buildings. This aspiration represents a partial turn away from a focus on managerialist agendas towards a belief in the power of digital practices to achieve the aspiration of integrated working, collaboration and innovation, a trend that is being reflected globally in relation to both national and firm-level policy interventions. This paper subjects this so-called ‘BIM revolution’ to critical scrutiny. By drawing on theories of the digital divide, a critical discourse is developed around the ways in which political reform agendas centred on BIM might not stimulate innovation on a wider scale, but could act to disenfranchise small firms that are unable (or unwilling) to engage with them. This critical analysis presents important new research questions around the technocratic optimism that pervades the current reform discourse, the trajectory of industry development that it creates and the policy process itself.
Andrew R.J. Dainty; Roine Leiringer; Scott Fernie; Chris F. Harty. BIM and the small construction firm: a critical perspective. Building Research & Information 2017, 45, 696 -709.
AMA StyleAndrew R.J. Dainty, Roine Leiringer, Scott Fernie, Chris F. Harty. BIM and the small construction firm: a critical perspective. Building Research & Information. 2017; 45 (6):696-709.
Chicago/Turabian StyleAndrew R.J. Dainty; Roine Leiringer; Scott Fernie; Chris F. Harty. 2017. "BIM and the small construction firm: a critical perspective." Building Research & Information 45, no. 6: 696-709.
Graham Winch; Roine Leiringer. Owner project capabilities for infrastructure development: A review and development of the “strong owner” concept. International Journal of Project Management 2016, 34, 271 -281.
AMA StyleGraham Winch, Roine Leiringer. Owner project capabilities for infrastructure development: A review and development of the “strong owner” concept. International Journal of Project Management. 2016; 34 (2):271-281.
Chicago/Turabian StyleGraham Winch; Roine Leiringer. 2016. "Owner project capabilities for infrastructure development: A review and development of the “strong owner” concept." International Journal of Project Management 34, no. 2: 271-281.