Torstein Nesheim

A vital function of organizational structure is the allocation of human resources to tasks. Based on an empirical study of five organizations in the state sector in Norway, we identify and analyze a structure of allocation that potentially constitutes a theoretical category between a unitary, hierarchical structure and a resource/task matrix. The core trait of this structural category is the partial overlap of task and resource management among middle managers. Such partial overlap provides the basis for analyzing other structural dimensions: -the principle of grouping of resource units, -mechanisms of resource allocation from resource units to task units, -task management, and -challenges for middle managers. The main advantages are a higher degree of resource flexibility, the weakening of rigid “employee ownership” at the unit level, and decisions and solutions based on cross-disciplinary and cross-unit competencies. A key challenge is to address the new ambiguities and lack of role clarity that such a structure implies.

Universiteter og høyskoler står overfor et stort endringstrykk. Vi analyserer hvordan en organisasjon har benyttet prosjekter for endringsinitiativer og innovasjon. Det gjøres først rede for hvordan prosjekter og menneskelige ressurser er bygget inn i organisasjonsstrukturen. Deretter belyses tre temaer med tilhørende utfordringer; a) formål, rammer og metodikk, b) allokering av medarbeidere og c) balanse mellom arbeid i linje og prosjekt. Abstract in English When Development Happens via Projects: Opportunities and Challenges Universities are confronted with many pressures for change and improvement. Here, we analyze how one organization have used projects as a way of organizing change innovation and initiatives. The paper analyzes three sets of challenges; aims and methodology in projects, allocation of human resources, and balancing work in the line unit and the project.

Purpose: There are different organizational contexts for projects. Here, the focus is on a balanced co-existence organization (BCO) where core activities combine project-based and non-project based work, a context that differs from both project-based organizations (PBOs) and project-supported organizations (PSOs). Through differentiating between the role of resource and project manager, and encompassing a specific combination of projects and ongoing, recurrent work, the authors extend the understanding of frontline managers and HRM in project settings.Design/methodology/approach: This is a case study of a 1000+ department in a Norwegian firm with 38 interviews with the use of qualitative analysis.Findings: The empirical study of one case of BCO reveals a HRM system with four different constellations of front line managers, each with their own perceived advantages and challenges. Based on the findings here, we have drawn implications for research on the BCO category, as well as comparative research on the three different contexts for projects. Issues that would benefit from comparative studies of polyadic HRM include constellations of front line manager roles, tensions involving projects, mechanisms for allocation of human resources, as well as the sources and mechanisms of stability and change.Research limitations/implications: The findings are limited to one organization.Practical implications: This study provides a potential for further research on HRM issues in the BCO category.Originality/value: The analysis develops the BCO category and introduces a category of three organizational contexts for projects. We provide better understanding of the three types and its HRM challenges.

Det offentlige ordskiftet om digitalisering har dreid seg om problemer og muligheter med kunstig intelligens, men også mye om store digitaliseringsinitiativ og utfordringer i disse. Digitalisering gir offentlig sektor mulighet til å tenke nytt om hva som gjøres, hvordan det gjøres og for hvem. Digitalisering er altomfattende og kan føre til endringer i organisering, i arbeidsprosesser, i regelverk og i teknologi. I dette temanummeret ser vi kritisk på utfordringer ved digitalisering med tre forskningsartikler og to redaksjonelt vurderte artikler. Abstract in English Challenges in Digitization within the Public Sector The public debate on digitalisation has focused on problems and opportunities with artificial intelligence, but also much on major digitalisation initiatives and challenges in these. Digitalisation gives the public sector the opportunity to rethink what is done, how it is done and for whom. Digitalisation is all-encompassing and can lead to changes in organisation, in work processes, in regulations and in technology. In this special issue, we take a critically examine challenges of digitalisation with three research articles and two editorially assessed articles.

Innføring og bruk av digital teknologi har et stort nedslagsfelt, og berører en rekke sider ved offentlig virksomhet. Det er i 2024 to sterke ideen om organisering og styring av digitalisering i offentlig sektor; i a) prosjekter med grunnlag i statens prosjektmodell og b) gjennom bruken av varige produktteam basert på spredning av ideer om smidig organisering. De to ideene bygger på ulike prinsipper og tilhørende argumenter knyttet til varighet, samspill mellom utvikling og drift, og formalisering og kontroll. I dette nummeret er det to fagfellevurderte artikler (om oppstartfasen i digitaliseringsprosjekter og koordinering i komplekse strukturer), samt to fagartikler om utfordringer ved overgangen til produktorganisering. Abstract in English The introduction and use of digital technology have a large ​​impact and affect a number of aspects of public agencies. In 2024, there are two strong ideas about the organization and management of digitalization in the public sector: a) projects based on the Norwegian state project model, and b) using “permanent” product teams based on the diffusion of ideas on agile organization. The two ideas are based on different principles and associated arguments related to duration, interaction between development and operation, and formalization and control. In this issue, there are two peer-reviewed articles (on the start-up phase of digitalization projects and coordination in complex structures), as well as two shorter articles on the transition to product organization.

Agile management thinking has influenced organisations in several ways, but the focus of this paper is on the deprojectification of agile software development. The new agile orthodoxy has been promoted by popular books, in blogs and by Spotify and other firms: agile teams should be aligned to products or domains (not projects); cover development, maintenance and operations (to reduce handover problems); and have a long-term character (to build trust, identity and domain knowledge). We first describe and contextualise the new agile orthodoxy and then, based on an empirical study of two different “agile cases,” we describe and analyse how employees and middle managers perceived the rationale behind the change to long-term teams, how they understood teams as the basic unit of the structure, their perceptions of the resource and disciplinary dimensions of the organisation and the decline of projects and project managers.

Purpose: The author aims to explore and provide new insights on the resource manager role in a matrix-like project-based organization. What is the content of this role and the challenges as perceived by role incumbents?Design/methodology/approach: This a case study of a large project department in an industrial organization. The main source of data is interviews with 12 respondents.Findings: The author describes and analyzes several mechanisms related to the key tasks of resource allocation, competence development and performance appraisals. Key challenges are the magnitude of stakeholders, especially the relationship with the project manager. To cope with these challenges, resource managers engage in extensive networking and recurrent dialog with the project manager. In addition, system knowledge and a sociable personality are perceived to enhance coping.Research limitations/implications: One case. 12 interviews were conducted at one point in time. The resource manager is a specific type of line manager, complementing a task (project) manager. Hypotheses and research questions based on empirical findings are identified.Practical implications: Organizational structure and the content of managerial roles are important in order to understand HRM challenges and activities in project-based organizations. Networking, relation maintenance and system knowledge and sociable and creative mindsets are key success factors for resource managers in large matrix-like project-based organizations.Originality/value: One of the few in-depth studies of the resource manager in a project-based organization. A novel organizational context for the study of roles in HRM. A number of suggestions for further research.