ArttoK.KujalaJ.DietrichP.MartinsuoM. (2008). What is project strategy?International Journal of Project Management, 26(1), 4–12.
2.
BlomquistT.HällgrenM.NilssonA.SöderholmA. (2010). Project-as-practice: In search of project management research that matters. Project Management Journal, 41(1), 5–16.
3.
BradyT.DaviesA. (2004). Building project capabilities: From exploratory to exploitative learning. Organization Studies, 25(9), 1601–1621.
4.
ChristensenC. M.KaufmanS. P.ShihW. C. (2008). Innovation killers: How financial tools destroy you capacity to do new things. Harvard Business Review, 86(1), 98–105.
5.
CooperR.EdgettS. J.KleinschmidtE. J. (1999). New product portfolio management: Practices and performance. Journal of Product Innovation Management, 16(4), 333–351.
6.
DaviesA.ManningS.SoderlündJ. (2018). When neighboring disciplines fail to learn from each other: The case of innovation and project management research. Research Policy, 47(5), 956–979.
7.
DeclerckR.DebourseJ. P.NavarreC. (1983). Méthode de direction générale: Le management stratégique de l’entreprise (General management method: Strategic management of the firm). Paris, France: Dunod.
8.
DoughertyD. (2016). Taking advantage of emergence: Productively innovating in complex innovation systems. Oxford, UK: Oxford University Press.
9.
EisenhardtK. M. (1989). Building theories from case study research. Academy of Management Review, 14(4), 532–550.
10.
EngwallM. (2003). No project is an island: Linking projects to history and context. Research Policy, 32(5), 789–808.
11.
HällgrenM.Maaninen-OlssonE. (2005). Deviations, ambiguity and uncertainty in a project-intensive organization. Project Management Journal, 36(3), 17–26.
12.
HällgrenM.RouleauL.De RondM. (2018). A matter of life or death: How extreme context research matters for management and organization studies. Academy of Management Annals, 12(1), 111–153.
13.
Intergovernmental Panel on Climate Change (IPCC). (2018). Global warming of 1.5°C. Retrieved fromhttps://www.ipcc.ch/sr15/
14.
JohnsG. (2006). The essential impact of context on organizational behavior. The Academy of Management Review, 31(2), 386–408.
15.
Le MassonP.WeilB.HatchuelA. (2010). Strategic management of innovation and design. Cambridge, UK: Cambridge University Press.
16.
LenfleS. (2008). Exploration and project management. International Journal of Project Management, 26(5), 469–478.
17.
LenfleS. (2016). Floating in space? On the strangeness of exploratory projects. Project Management Journal, 47(2), 47–61.
18.
LenfleS.LochC. (2010). Lost roots: How project management came to emphasize control over flexibility and novelty. California Management Review, 53(1), 32–55.
19.
LochC.DeMeyerA.PichM. (2006). Managing the unknown: A new approach to managing high uncertainty and risks in projects. Hoboken, NJ: John Wiley & Sons, Inc.
20.
LundinR.ArvidssonN.BradyT.EkstedE.MidlerC.SydowJ. (2015). Managing and working in project society—Institutional challenges of temporary organizations. Cambridge, UK: Cambridge University Press.
21.
LundinR.SöderholmA. (1995). A theory of the temporary organization. Scandinavian Journal of Management, 11(4), 437–455.
22.
ManiakR.MidlerC., (2014). Multiproject lineage management: Bridging project management and design-based innovation strategy. International Journal of Project Management, 32(7), 1146–1156.
23.
MidlerC. (1995). “Projectification” of the firm: The Renault case. Scandinavian Management Journal, 11(4), 363–375.
24.
MidlerC. (2013). Implementing low-end disruption strategy through multi-project lineage management: The Logan case. Project Management Journal, 44(5), 24–35.
25.
MintzbergH. (1979). The structuring of organizations: A synthesis of the research. Englewood Cliffs, NJ: Prentice-Hall.
26.
MintzbergH.WatersJ. A. (1985). Of strategies, deliberate and emergent. Strategic Management Journal, 6(3), 257–272.
27.
PichM.LochC.DeMeyerA. (2002). On uncertainty, ambiguity and complexity in project management. Management Science, 48(8), 1008–1023.
28.
SchoperY. G.WaldA.IngasonH. T.FridgeirssonT. V. (2018). Projectification in Western economies: A comparative study of Germany, Norway and Iceland. International Journal of Project Management, 36(1), 71–82.
29.
SehtiR.IqbalZ. (2008). Stage-gate controls, learning failure, and adverse effects on novel new products. Journal of Marketing, 72(1), 118–134.
30.
ShenharA.DvirD. (2007). Reinventing project management. Boston, MA: Harvard Business School Press.
31.
SöderlundJ. (2004). Building theories of project management: Past research, questions for the future. International Journal of Project Management, 22(3), 183–191.
32.
SöderlundJ. (2011). Pluralism in project management: Navigating the crossroads of specialization and fragmentation. International Journal of Management Reviews, 13(2), 153–176.
33.
SommerS.LochC.DongJ. (2009). Managing complexity and unforseeables uncertainty in startup companies: An empirical study. Organization Science, 20(1), 118–133.