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The aim of the article is to analyse HR devolution from HR departments to the line. Two important problems are addressed. The first problem concerns the disregard for the changes in line management that comes with HR devolution. The second problem addressed deals with the lack of studies of organisational contingencies.

The paper presents and analyses an in‐depth case study of a radically projected firm within the Tetra Park group where a new HR‐oriented management role has been created to replace the traditional line management role. Based on the case study findings, the paper elaborates on the new approach to line management and how a new management role is moulded in the context of project‐based organisations.

Based on literature studies, the paper identifies four key challenges for HRM in project‐based organisations that are critical for the development of the new approach to line management in such settings. Based on case study observations, it analyses the creation of a new management role – the so called “competence coach” – in project‐based organisation within the Tetra Park group. It argues that the new approach adopted points to the need of breaking out of traditional conceptions of line management, and of developing the concept of an HR‐oriented management role that is a legitimate player in the HR organisation of a firm.

The paper provides a rich case description of a project‐based firm in a HRM perspective. The descriptions and the analysis give practical as well as theoretical implications of HRM issues that arise in project‐based firms, and of changes in line management as a way of developing the capabilities to handle these issues.

Analyzes devolution from HR departments to the line at the plant engineering and automation unit of global food‐processing and packaging company Tetra Pak.

Highlights a new HR‐orientated management role created to replace the traditional line‐management role and how the new role of competence coach is molded in the context of a project‐based organization.

Points to the need to break out of traditional conceptions of line management and to develop the concept of an HR‐orientated management role that is a legitimate player in the HR organization of a firm.

Provides a rich case description of HRM in a project‐based firm.

Gives practical as well as theoretical implications of HRM issues that arise in project‐based firms, and of changes in line management as a way of developing the capabilities to handle these issues.

Andreas Al-Laham has been holding the chair for strategic and international management at the University of Mannheim since September 2009. After his studies of economics and business administration at the Technical University of Dortmund he received his PhD (1996) and Habilitation (2000) degree at the same University, Faculty of Business Administration, Chair of Strategic and International Management. From 2000 to 2002 he worked as a visiting research scholar and visiting professor for strategic management and organizational theory at the J.L. Rotman School of Management, University of Toronto, Canada. Afterward he became professor of international management and business policy at the University of Stuttgart. In 2004 he took a professorship of strategic management at the CASS Business School, City University of London, UK. Up till today, he is visiting professor for General Management and International Strategy. Between 2006 and 2009 he held the chair for management and international strategy at the University of Kaiserslautern. He has written several books, for example! Strategisches Management. Theoretische Grundlagen-Prozesse-Implementierung (together with M. K. Welge), Organisationales Wissensmanagement. Vahlens Handbücher der Wirtschafts- und Sozialwissenschaft, Praxis des strategischen Managements (together with M. K. Welge and P. Kajüter) and Strategieprozesse in deutschen Unternehmungen. His current research focuses on evolutionary dynamics in the German biotech-industry, alliances and network dynamics as well as the internationalization of SME.

Based on role theory, this paper seeks to investigate the impact of HR devolution characteristics (number of devolved HR tasks), characteristics of the HR devolution context (level of support from the HR department, and presence of institutionalised incentives to perform the allotted HR tasks well), and personal characteristics of the front‐line managers (HR competency) on front‐line managers' perceptions of two HR role stressors, i.e. HR role ambiguity and HR role overload.

The paper uses a sample of 169 front‐line managers from 47 organisations. The results are based on two moderation regression analyses, taking into account the nested nature of the observations.

The results suggest that the execution of a high number of HR tasks does not lead to the occurrence of HR role stressors among front‐line managers. However, for the HR department it is important to create an appropriate environment in terms of giving HR support and advice to line managers, and training line managers regarding their HR competencies.

This research opens up interesting lines of inquiry regarding the conditions under which the partnership between the HR department and line management can be successful.

The paper provides HR practitioners with insights into the conditions needed to avoid perceptions of HR role stressors among front‐line managers.

The paper applies role theory in a new context, i.e. the HR role of front‐line managers.