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The purpose of this paper is to explore the interdependencies between temporary and permanent aspects of project organizing and how they affect the management of public infrastructure operation and maintenance (O&M) activities.

The paper applies a case study approach and uses Lundin and Söderholm's (1995) framework of the temporary organization (with the themes of time, task, team and transition) to distinguish between temporary and permanent aspects of organizing two infrastructure O&M projects.

This paper adds to the literature on temporary organizations by recognizing a mixture of temporary and permanent aspects of project organizing in an empirical project-level example. In line with previous research, the themes of time, task, team and transition were shown to be interdependent. Furthermore, the paper broadens the theory of temporary organizations by presenting a project organization with significant permanent aspects.

Project managers of public sector projects need to be aware of the possible mixture of temporary and permanent aspects of project organizing. Management of projects that are found to have a mixture of temporary and permanent aspects should combine the perspectives and management practices of both temporary and permanent organizing. Not acknowledging permanent aspects could lead to management that is not adapted to the prerequisites of project organizing in this context.

The findings further develop the literature on temporary organizations by recognizing that there is not only a mixture of temporary and permanent aspects between the temporary organization and its permanent environment but there is also a mixture of temporary and permanent aspects of organizing within project organizations.

This paper aims to identify how a public client’s use of control systems (process, output and social control) affect innovation possibilities in construction projects.

Semi-structured interviews about six infrastructure projects were conducted to identify respondents’ views on innovation possibilities. These possibilities were then analyzed from an organizational control perspective within principal–agent relationships between the Swedish Transport Administration (STA) and their contractors.

How the client uses control systems affects innovation possibilities. Relying on process control could negatively affect innovation opportunities, whereas output control could have a positive influence. In addition, social control seems to have a weak effect, as the STA appears not to use social control to facilitate joint innovation. Public clients must comply with the Public Procurement Act and, therefore, retain the requirements specified in the tendering documents. Much of the steering of the execution is connected to the ex ante phase (before signing the contract), which affects innovation possibilities in the design and execution phases for the contractor.

This study was conducted with only one client, thus limiting its generalizability. However, the findings provide an important stepping stone to further investigation into balancing control systems and creating innovation possibilities in a principal–agent relationship.

Although public procurement has increasingly been emphasized as a major potential source of innovation, studying how a public client’s use of organizational control systems affects innovation possibilities in the construction sector has received scant attention.

Hard project management practices, based on strict planning and control, are traditionally applied in construction projects, although research frequently promotes the importance of teams for various project outcomes. Thus, the purpose of this paper is to examine the importance of hard project management and team motivation for process performance in construction projects. A hypothesis tested is that hard project management can impair process performance if team motivation is not promoted.

The paper presents and empirically tests a structural equation model, with and without a mediating link between hard project management and process performance, based on data from a survey of 2,175 respondents, representing contractors and clients involved in 109 Swedish construction projects.

The results confirm that hard project management is best conveyed through teams to enhance process performance. “Path analysis,” using the model with the mediating link, confirms that neglecting team motivation can significantly impair process performance.

The data set provides unusually high representation of views of contractors and clients involved in diverse Swedish construction projects. Thus, the results have likely relevance in other project-based industries and/or national settings, but this possibility requires further investigation.

The findings show that team motivation is a key process performance factor; hard project management may indeed be important, but its effects will be enhanced by (and partially mediated through) team motivation. Thus, the findings have important theoretical and practical implications for the development of project management practices.

The purpose of this study is to evaluate four research and innovation projects, namely, from the perspective of innovation for sustainable development, with a particular focus on digital tools for sales and manufacturing, minimising waste in the textile and apparel value chain and identifying possibilities for further sustainable development in the apparel and textile industry.

The foundation of this study is of the four research and innovation projects, which all focus on minimising waste in textile value chains, to support local manufacturing of apparel products and propose product offers that cater to more diverse needs. The main method used is action research. These projects are analysed from the perspective of innovation for sustainable development and the sustainable development goals developed by the United Nations.

The findings indicate that the projects have the potential to support further innovation for sustainable business models and support sustainable development in textile and apparel value networks, with a particular focus on minimising material waste and thus minimising energy use.

The value of the paper is that it shows how methods and technologies for digital sales and manufacturing and for circular value networks can contribute to business models that support sustainable development in the textile and apparel industry.

For a number of years, the construction industry has seen an ongoing shift from design-bid-build to design-build contracts. This transition in contract type entails changes for both the organizations and the individuals involved. Consequently, the purpose of this paper is to investigate how the client manages the transition between the different contract types from an organizational change perspective in a project-led organization.

A multiple case study of six infrastructure projects with DB contracts, all managed by the Swedish Transport Administration, was conducted. The major source of data is semi-structured interviews with respondents from both the client and the contractors.

Results suggest that the transition has resulted in a mix of design-bid-build and design-build as contract type owing to issues when changing in a project-led organization. A change in vision also requires a concomitant change in culture, systems and roles.

The study only includes cases from the Swedish transport infrastructure sector, which limits the generalizability. The findings are also indicative owing to the small number of cases.

The findings further our understanding of managing change in complex projects, which might help practitioners to manage change in a more integrated way.

The findings enrich our understanding of the systemic change that a switch in contract types can have in inter-organizational complex projects such as transport infrastructure projects. Furthermore, it emphasizes the intricate task of change management in project-led organizations and its effects on roles and responsibilities.

Recently there has been a strong trend towards automation in the mine industry. This paper seeks to describe and analyse an algorithm that can be used as a part of an infrastructure‐free reactive navigation system for autonomous vehicles in underground mines.

The idea presented here to enable infrastructure‐free autonomous navigation is to combine reactive behaviours for tunnel following, with topological localization. To assess the reliability and precision of the corridor detection algorithm real data recorded in both indoor and mine environments have been used.

In the research it was found that the algorithm is able to reliably detect corridors even in difficult environments such as office corridors where a large part of the walls are made of glass or in mine tunnels with a high intensity of intersections. It was also concluded that the algorithm provides good enough precision and robustness to noise in the data to enable reactive tunnel following.

This paper presents an algorithm for corridor detection, intended to be used in combination with reactive behaviours for tunnel following in underground mines. To enable fully autonomous navigation, functionality to detect and turn at intersections also needs to be developed.

This research shows that corridor detection can be used for reactive tunnel following in certain underground mine types, and that the concept of using reactive tunnel following in combination with topological localization is worthy of continued development.

This paper has presented a new algorithm for corridor detection based on the Hough transform. The algorithm is robust to noise in the data and can reliably detect corridors even where the surfaces of the walls are uneven and slightly curved.

The purpose of the study is to map previous and current construction procurement research to further develop the research in the Nordic counties.

Mapping of previous and current research based on search in national database. The analysis is based on research perspectives, empirical contexts and research methods.

That the blind spots are partly overlapping, but that there is potential for knowledge transfer in some areas. There is also the potential for a Nordic research program on one or several of the blind spots.

The study is limited to PhD and licentiate-thesis reports in Norway and Sweden. Further research should include the other Nordic countries and a more extensive literature review including journal articles to broaden the scope. Findings have implications on collaborative Nordic research initiatives, knowledge transfer and in a longer perspective on the level of procurement knowledge in industry and society.

Findings provide a base for future research collaborations, initiatives and applications.

Findings provide a comprehensive understanding of construction procurement research in the Nordic countries, starting with Norway and Sweden. This understanding is needed for developing research collaborations and applications.

The purpose of this paper is to examine whether healthy and successful organizations are working accordingly to Quality Management. The purpose is also to describe in more detail how they are working.

Three Swedish organizations that have shown excellence in leadership, internal partnership, working environment and profitability have been examined, to find out what methodologies they have used for their success. To discover whether these healthy and successful organizations are working accordingly to Quality Management, Deming's 14‐point list has been used as an analytical tool.

Identified methodologies used by the healthy and successful organizations are described. Viewed in the light of the analysis, a relationship between the three examined healthy and successful organizations and Quality Management is indicated.

Working with the methodologies described here, the three organizations have improved co‐worker health. Other organizations could probably adopt the identified and described methodologies to improve the health of their co‐workers and effectiveness in the organization.

Concerning the performance evaluation and the continuous improvement component in Quality Management, substantial contributions could be made to the health area by applying the tools that the quality area have used over a considerable period to improve the quality outcomes. Quality and health aspects have common success factors, and a focus on high quality could be seen as being positive for health outcomes.

The neoclassical theory of investments, as formulated by Dale Jorgenson (1963, 1967), can be expressed in a fairly straightforward way.¹ Neoclassical formulations such as Jorgenson's were preceded by contributions by many influential economists. Both John Maynard Keynes and Irving Fisher, for example, argued that investments are made until the present value of expected future revenues, at the margin, equals the opportunity cost of capital. This means that investments are made until the net present value is equal to zero.