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Projektpsykologi- en introduktion

Authors Max Rapp-Ricciardi
Joseph Schaller
Publisher Studentlitteratur
Publication year 2005
Published at Department of Psychology
Language sv
Keywords Project psychology, project leadership, cross-functional teams, project maturity, project success
Subject categories Psychology


Project management is an American definition that includes all the activities that are executed in project-related work. Project management has gained popu-larity since it is considered to be an efficient organizational form for planning, implementing and controlling material and human resources. The bulk of the lit-erature regarding project management is of non-scientific character and de-scribes models which are supposed to increase efficiency and effectiveness. In the last decade, however, project management has gained a broader theoretical base and interest among organisational theorists has increased. Project management research has long emphasised technological, economical or organisational aspects and marginalized the psychological, despite the fact that it is human motivation and creativity that generate the results. Organising work as projects is particularly important for companies involved in product development, since increasing global competition demands a reorienta-tion towards more efficient and flexible ways of conducting product development. In projects based on the concurrent engineering philosophy, the main idea is to shorten the lead-time by using cross-functional teams, which has proved to be particularly efficient. Even if research has generated impressive results regard-ing the efficiency and effectiveness generated in concurrent engineering projects, some reports indicate that the project organisations and the cross-functional teams are not always used in a satisfactory manner. The aim of this study pre-sented in the book is to increase understanding of the psychological aspects of in-troducing projects as a work form in the industry. The issues addressed are more explicitly, to study: iii) What characterises work in cross-functional project teams dur-ing the project life cycle when time reduction is emphasised and how does the work develop? ii) Are there indications that cooperation in cross-functional product development teams works out better or worse than in ordinary work groups? iii) What characterises leadership in this kind of project, and is it dif-ferent from other types of leadership?

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