Where projects and non-projects coexist in the core challenges for frontline managers

Abstract

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.

Citation

Nesheim, T. and Schou, P.K. (2024), "Where projects and non-projects coexist in the core challenges for frontline managers", International Journal of Managing Projects in Business, Vol. 17 No. 4/5, pp. 686-705. https://doi.org/10.1108/IJMPB-01-2024-0020