SIG OFFICERS (2022-2023):
SIG board for 2023:
Tuomas Ahola, Tampere University, Finland (Chair), tuomas.ahola@tuni.fi
Per Svejvig, Aarhus University, Denmark (Chair Elect and Treasurer), psve@mgmt.au.dk
Christine Unterhitzenberger, University of Leeds, United Kingdom (Program Chai), c.unterhitzenberger@leeds.ac.uk
Maude Brunet, HEC Montréal, Canada (General Track Chair), maude.brunet@hec.ca
Miia Martinsuo, Tampere University, Finland (Professional Development Support Officer), miia.martinsuo@tuni.fi
Past Chairs, but still active:
Alexander Kock, Technische Universität Darmstadt, Germany
Graham Winch, Manchester Business School, UK.
Miia Martinsuo, Tampere University, Finland
Hans Georg Gemünden, Berlin University of Technology, Germany
Rodney Turner, SKEMA Business School, France
Christophe Midler, École Polytechnique, France
Brian Hobbs, University of Quebec at Montreal, Canada
GT10_00 – Project Organising General Track
The Project Organising track provides an international platform to share and debate topical issues in the management of projects as temporary organisations and their context in organisations or interorganisational networks. This includes the management of single projects, mega projects, programs, and project portfolios, as well as project-oriented organisations, which deliver projects to external or internal customers, and project networks or multi-enterprise meta-organisations created to deliver projects. We invite conceptual as well as empirical papers based on quantitative, qualitative or mixed methods. In our track, we run competitive sessions as well as development sessions, to help authors further develop their work.
UN Sustainable Development Goals (SDG):
Goal 6: Clean water and sanitation, Goal 7: Affordable and clean energy, Goal 8: Decent work and economic growth, Goal 9: Industry, Innovation, and Infrastructure, Goal 11: Sustainable cities and communities, Goal 13: Climate action
Christine Unterhitzenberger , University of Leeds, c.unterhitzenberger@leeds.ac.uk
PROJECT ORGANISING SIG STANDING TRACKS
ST10_01 Multi-level Perspectives on Major and Megaprojects
Major projects are often complex endeavors, having many different structural arrangements and linkages with organizations and their wider institutional environments. Although research in project management has addressed the embeddedness of projects within their context, we need to understand the specificities of major and megaprojects’ institutional and organizational contexts, i.e. how actors collaborate, coordinate, and innovate in these temporary yet long-lasting, transformative and evolutive environments. This proposal raises the importance of understanding the multi-levelness of major projects; the interfaces among project actors, organisations and institutional levels; the governance issues, and the coordination of the people involved across these levels.
UN Sustainable Development Goals (SDG):
Juliano Denicol , University College London, juliano.denicol@ucl.ac.uk
ST10_02 – Sustainability ‘by’ and ‘of’ the Project, Stakeholders, and the Dark Side
UN Sustainable Development Goals (SDG):
Luca Sabini , Leeds University, l.sabini@leeds.ac.uk
PROJECT ORGANISING SIG TRACKS
T10_03 – Innovation and technology for sustainable projects – the lost business opportunities
The transition to greener energy is a large and major challenge we face, and we need more sustainable and cost-effective energy sources. To secure sustainability, project based organizations must innovate. However, pre-existing as well as new technology is often overlooked in the front-end of projects and consequently business opportunities are lost. One solution is to develop methods for project portfolio management. These must be capable of being used in real life projects, and improving our understanding of the connection between business case and technology in projects. Papers discussing energy, portfolio management, business case, technology or innovation in projects are welcome.
UN Sustainable Development Goals (SDG):
Goal 7: Affordable and clean energy, Goal 9: Industry, Innovation, and Infrastructure, Goal 12: Responsible consumption and production
Halvard Benjaminsen, Nord University Business School – halvard.benjaminsen@akerbp.com
T10_04 – Projects for digital outcomes, digital project management, and agile approaches
Digital transformation has become a critical management issue and requires new ways of managerial thinking. Its impacts on organizations has been studied extensively. What is not known is how digitalization is impacting project management as a discipline. This track invites scholars from the project management, information systems, and innovation management communities to better discuss digital as at outcome and as a vehicule to manage projects, including digital transformation projects, cyber-physical projects, and agile projects. This cross-field interaction looks for existing and new theories from each field to explore the following research fields: i) digital transformation as an outcome of projects,
UN Sustainable Development Goals (SDG):
Goal 8: Decent work and economic growth, Goal 9: Industry, Innovation, and Infrastructure, Goal 17: Partnerships for the goals
Alejandro Romero-Torres, School of Management, UQAM – romero-torres.alejandro@uqam.ca