Journal Article10.1016/J.IJPROMAN.2008.05.002
People capability of project-based organisations: A conceptual framework
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TL;DR: In this paper, a conceptual framework intended to increase the understanding of human resource management (HRM) in project-based organizations is presented. Drawing on the capabilities perspective on proje....
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About: This article is published in International Journal of Project Management. The article was published on 01 Jul 2008. The article focuses on the topics: Project management triangle & Resource management.
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Citations
Authentic leadership for 21st century project delivery
TL;DR: In this paper, a capability maturity model (CMM) is proposed to track the development of authentic leadership attributes in project leaders and a pilot study and preliminary results of research into characteristics required for successful alliance project leadership are presented.
180
The project manager cannot be a hero anymore! Understanding critical competencies in project-based organizations from a multilevel approach
TL;DR: In this paper, the authors focus on improving the understanding of critical competencies in project-based organizations (PBOs) from a multilevel approach and detail the types of "PBO competencies" (functional and integrative), and identify their links with the three levels of competencies (individual, collective, and organizational).
141
Inter-organisational projects in french innovation clusters: the construction of collaboration
TL;DR: In this paper, a literature review highlights the need to open up the black box of collaboration within projects and encourages examination of both manager's coordination efforts and actors' motivation to cooperate, as well as the role played by HRM practices.
128
HRM in project groups: The effect of project duration on team development effectiveness
Ofer Zwikael,Esther Unger-Aviram +1 more
TL;DR: In this paper, the authors focus on one important human resource management process, team development, and investigate its importance in the project environment, finding that most team development practices that work well in the operational business environment do not have a significant influence on project success.
98
When project-based management causes distress at work
TL;DR: In this paper, the authors explore the collateral effects of project-based management and identify three categories of risks, together with nine main pathologies, and suggest the need for a more detailed study in order to encourage the human resources function to engage with the issues raised.
85
References
Human resource management and the motivation of technical professionals
Andrew McMeekin,Rod Coombs +1 more
TL;DR: In this article, the authors examined the links between human resource management and the motivation of technical professionals located in R&D (research and development) functions and found that there is confusion between appraisal and performance management, and explicit career management procedures are poorly deployed.
17
Technology, Community, and the Practice of HRM
Michael B. Arthur,Heather Parker +1 more
- 01 Jan 2002
TL;DR: In this article, the authors examine the links between changing technology, work-related community attachments and the practice of human resource management, and illustrate how temporary affiliations can produce enduring enhancements to a company's stock of knowledge.
12
Line Managers, Human Resource Specialists and Technical Change
TL;DR: In this paper, the primary role played by general and line managers in managing advanced technical change is examined, highlighting the persistent and widespread support for technical change among both manual and non-manual workers.
8
How should "knowledge bases" be organised in multi-technology corporations?
Jonathan Sapsed,Jonathan Sapsed +1 more
TL;DR: In this paper, the authors consider Pavitt's conceptualisation of knowledge bases as technical disciplines and argue that there is an inconspicuous sub-level of specialised knowledge base associated with tools, products, project experience and requirements that may hamper the intents of higher-level organisation design.
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