The internationalization of projects is not a new topic in the project management literature. International projects happen within multinational corporations, multinational consortia, or joint ventures. Many researchers have already tackled the challenges that projects have to handle in such a context, characterized by features such as high complexity (Yang, Kherbachi, Hong, & Shan, 2015); multiculturality within teams (Henderson, Stackman, & Lindekilde, 2018); cooperation (Egginton, 1996; Konieczny & Petrick, 1994); coordination (Hosseni & Chileshe, 2013); risk (Kardes, Ozturk, Cavusgil, & Cavusgil, 2013); and stakeholder management (Aaltonen & Sivonen, 2009).
Although these issues have been covered at the project level in the project management literature, the relations between the projects and the permanent organizations that implement them are far less studied. With the growing projectification of firms (Schoper, Wald, Ingason, & Friðgeirsson, 2018), however, temporary and permanent organizations are becoming more and more related (Bakker, DeFillippi, Schwab, & Sydow, 2016). This special issue focuses on such relations in the context of business globalization.
These relations merit study for the following two reasons:
From the permanent organization to the projects: On one hand, innovation management at the global level is a growing phenomenon (Ben Mahmoud-Jouini, Burger-Helchen, Charue-Duboc, & Doz, 2015), resulting in challenges such as a more internationalized R&D footprint (Gassman & Von Zedwitch, 1999), specific innovation processes (such as transnational and meta-national models [Bartlett & Ghoshal, 1989; Doz, Santos, & Williamson, 2001]; Meyer, Mudambi, & Narula, 2011). These challenges will affect project management, in particular as the globalization of business may emanate in more internationalized projects. However, there is a lack of research using a project management perspective on innovation management at the global level (Doz & Wilson, 2012).
From the projects to the permanent organization: On the other hand, international projects can be a learning process by which firms extend their reach to new markets and resources and, from one project to another, become global and transform their permanent organization (Brady & Davies, 2004; Söderlund & Tell, 2013; Midler, 2013; Midler, 2019). As projects can serve as enablers of a firm's globalization, temporary projects become a focal point of attention. In such cases, project management may be a powerful lever to develop and coordinate the globalization of the firm.
This call intends to address these two sides of the related globalization dynamics between projects and the permanent organization in various contexts: from large multinational corporations (Johanson & Vahlne, 2009) to “born global” start-ups (Knight & Liesch, 2016). Moreover, while previous studies have focused mainly on Western organizations, there is now a new breed of emerging market multinationals (CuervoCazurra & Ramamurti, 2014; Fleury & Fleury, 2011). In these emerging markets, little is known about how temporary projects interact with permanent structures in general and, more specifically so, the temporary-permanent dynamics in their rapid internationalization.
We welcome submissions tackling one or more of the following issues:
Globalization of the firm and project management
Internationalization of innovation processes and project management
Knowledge management in the globalized firm and project management
Globalization of human resource management and internationalization of projects
Innovation, globalization, and projects
New modes of organizing global operations in temporary structures
International consortia and project-based organizing
Emerging market dynamics and project internationalization
Digitalization, project management, and the globalization of business International bodies, standardization, and the diffusion of project organizations
Deglobalization: Implications for project management
And further related…
Full papers must be submitted by 1 October 2020 via the journal submission site. Papers accepted for publication but not included in the special issue will be published later in a regular issue of the journal. If you have any additional questions, please consult one of the guest editors of this special issue: [email protected]/[email protected]/[email protected] fek.uu.se
Author and Reviewer Guidelines
Special issues follow the same guidelines as those for regular articles. We expect the authors and reviewers to react promptly with their revisions and reviews. A special issue is a project with a scheduled deadline. While some variance may arise, timeliness matters more than that in a regular submission.
Aaltonen, K., & Sivonen, R. (2009). Response strategies to stakeholder pressures in global projects. International Journal of Project Management, 27(2), 131–141.
Bakker, R. M., DeFillippi, R. J., Schwab, A., & Sydow, J. (2016). Temporary organizing: Promises, processes, problems. Organization Studies, 37(12), 1703–1719.
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Schoper, Y., Wald, A., Ingason, H.T. and Friðgeirsson, T.V. (2018). Projectification in Western economies: A comparative study of Germany, Norway and Iceland. International Journal of Project Management, 36, 71–82.
Söderlund, J., & Tell, F. (2011). Knowledge integration in a P-form corporation: Project epochs and the evolution of ASEA/ABB, 1945–2000. In: Berggren, C., Bergek, A., M. Bengtsson, Hobday, L. & J. Söderlund (eds.) (2011) Knowledge integration and innovation: Critical challenges facing international technology-based firms. Oxford, UK: Oxford University Press.
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