HRM and Project Intensification in R&D-Based Companies: A Study of Volvo Car Corporation and AstraZeneca

Projects have become the standard mode of organising R&D activities. The main focus of this paper is to analyse the relationship between the project operations of the R&D-based firm and its Human Resource Management (HRM). This paper draws on a comparative case study of AstraZeneca and Volvo Car Corporation. It is argued that the project intensification currently under way has some important structural and content effects on the HRM practice of the firms. As to the content effects, we identify five critical areas within the HRM practice where special attention is needed due to project intensification. As to the structural effects, we identify two separate logics for HR specialists: the HR-based logic and the task-based logic. These logics give new knowledge about the design of the HR organisation and how the HR departmental structures should be adapted in a project-intensive setting. The case studies also illustrate three alternative roles for line managers when they assume increased HR responsibility.

[1]  Mats Engwall,et al.  The resource allocation syndrome: the prime challenge of multi-project management? , 2003 .

[2]  Anders Söderholm,et al.  Beyond Project Management: New Perspectives on the temporary – permanent dilemma , 2002 .

[3]  Ralph Katz,et al.  The project-oriented engineer: A dilemma for human resource management , 1995 .

[4]  R. Coombs,et al.  HUMAN RESOURCE MANAGEMENT AND THE MOTIVATION OF TECHNICAL PROFESSIONALS , 1999 .

[5]  Jay R. Galbraith,et al.  Strategy implementation : the role of structure and process , 1978 .

[6]  Jonas Söderlund,et al.  DEVELOPING PROJECT COMPETENCE: EMPIRICAL REGULARITIES IN COMPETITIVE PROJECT OPERATIONS , 2005 .

[7]  C. Brewster,et al.  Human Resource Management in Northern Europe: Trends, Dilemmas and Strategy , 2000 .

[8]  Johann Packendorff.  The Temporary Society and its Enemies : Projects from an Individual Perspective , 2002 .

[9]  R E Latchaw,et al.  The matrix organization. , 1988, Administrative radiology : AR.

[10]  C. Midler.  “Projectification” of the firm: The renault case , 1995 .

[11]  M. Arthur,et al.  Paradox in Project-Based Enterprise: The Case of Film Making , 1998 .

[12]  Frobisher Crescent.  Change and Complementarities in the New Competitive Landscape: A European Panel Study, 1992-1996 , 1999 .

[13]  E. Larson,et al.  Matrix Management: Contradictions and Insights , 1987 .

[14]  Jay R. Galbraith.  Designing Complex Organizations , 1973 .

[15]  Mats Engwall,et al.  Temporary Organizing: A Viking Approach to Project Manage­ment Research , 2003 .

[16]  H. H. Larsen,et al.  Oticon: Unorthodox Project-Based Management and Careers in a "Spaghetti Organization" , 2002 .

[17]  Lars Lindkvist,et al.  Governing Project-based Firms: Promoting Market-like Processes within Hierarchies , 2004 .

[18]  David Guest,et al.  Personnel Management: The End of Orthodoxy? , 1991 .

[19]  M. Hobday.  The Project-Based Organisation: An ideal form for managing complex products and systems? , 2000 .

[20]  Chris Brewster,et al.  Line management responsibility for HRM: what is happening in Europe? , 2003 .

[21]  J. Storey,et al.  STRATEGIC HUMAN RESOURCE MANAGEMENT , 2016 .

[22]  Paul Sparrow,et al.  Human Resource Management: the new agenda , 1998 .

[23]  K. Eisenhardt.  Building theories from case study research , 1989, STUDI ORGANIZZATIVI.