Organising project‐based companies : Management, control and execution of project‐based industrial operations

Purpose – With the purpose of enhancing the understanding of multi‐project management, this paper is based on the findings of a doctoral thesis that focuses on the management and organisation of project‐based companies. Design/methodology/approach – The research presented here is based on an inductive and qualitative case study approach, characterised by an exploratory purpose and based on an in depth analysis of two individual cases. Findings – The study sheds light on several important aspects for managing and organising the special dynamics that characterise project‐based organisations. The thesis discusses how the balance between structuring mechanisms and the ability to handle the ever‐present uncertainty in project‐based organisations (PBOs) can be understood. This balance is necessary in order to handle the amount of changing requirements – both operational and contextual – during a certain period of time, thereby, being given the opportunity to encourage the organisation's dynamic capability. Practical implications – This research proposes that the traditional theoretical focus of “How to … ” in project portfolio management is neither adequately efficient, nor sufficient. This view must be complemented with active individual and situated management actions, and the findings encapsulate the importance of the multi‐project management to focus on the balance between creativity, flexibility, and structure. Originality/value – The profound theoretical ambition with this work is to complement the literature on project‐based organisations with an empirically‐based understanding inspired by organising theory, for both the research and practical execution of multi‐project management from a project‐as‐practice perspective. This research expands the conceptual view on the balance between structuring mechanisms and the ability to handle the ever‐present uncertainty in PBOs.