Research

For years I have done research on project organizations and how the notion of a deadline influence human and organizational behavior. Lately, my research team and I (www.tripleED.com) have come to focus on how to prepare teams and organizations to manage and organize uncertainty by examining contexts where people may get hurt or killed. We juxtapose those insights to what we know about ordinary organizations. The research is very important for any organizations since it provide a powerful way of understanding processes and practices, but on a grander scale it has also been suggested that it is one of the grand challenges of today. We do this from a multitude of perspectives, including but not limited to time and project organizations, organizational routines, team dynamics, sensemaking and leadership. We focus on this research for three main reasons:

  1. Statistically, the number of events that cause severe harm is increasing. Along with troublesome developments such as terrorism, extreme right- and leftwing developments, vulnerabilities caused by digitalization, famine, climate change and simple lunatics – we as a society need to understand and prepare for such developments. Regardless of whether we are in the government, in an organization or a regular citizen.
  2. In extreme contexts, mechanisms and behaviors that are normal in traditional organizations is clearly contrasted. Therefore, the insights that are provided from such settings is well-suited to be juxtaposed with traditional organizations and thereby provide unique insights. For example, extreme contexts brings forth the best (e.g. compassion) and the worst (egoism) in humans.
  3. Generally research focus on the (crisis) event as such, or on how to avoid a crises. This goes for any type of organization. This is all good and we do some of that research too. But, our main interest is the mundane and how overlooked activities influences operations. For example, boredom, frustration, routines, sensemaking, time and space.

As part of being a professor I manage the research program Extreme Environments, Everyday Decisions (www.tripleED.com). TripleED is a international research team with a strong local body that shares an interest for the extreme. We continuously arrange seminars and workshops with invited scholars, and are proud to say that we collaborate with some of the best researchers in the world. Together with Professor Linda Rouleau at HEC Montreal I manage the international network Organizing Extreme Contexts (www.organizingextremecontexts.org). We have arranged three major workshops and initiated multiple activities all over the world. In our (Hällgren, Rouleau and de Rond) paper “A Matter of Life or Death: How Extreme Context Research Matters for Management and Organization Studies” you find a review of the literature, past contributions and future hopes.

My publications

BOOKS

5. Hällgren, M & Lundin, R. (eds.) (2014) Advancing research on projects and temporary organizations. Copenhagen. Copenhagen Business School Press.

4. Hällgren, M. (ed.) (2014) Reflections on a Scientific Career: Behind the professor’s CV. Copenhagen. Copenhagen Business School Press.

3. Hällgren, M & Wilson, T. (2010) Academic Writing: Getting Published. FE-publications. USBE, Umeå university

2. Hällgren, M (2009) Avvikelsens mekanismer: Observationer av projekt i praktiken (in english The mechanisms of deviations: Observations of projects in practice). Doctoral thesis, Umeå School of Business, Umeå university

1. Hällgren, M. (2004) Mellan plan och kaos – En studie av avvikelser i projektintensiva organisationer. (in english Between plan and chaos: A study of deviations in project-intensive organizations) Licentiate thesis, Umeå School of Business, Umeå university

PEER REVIEWED JOURNAL ARTICLES

24. Lindberg, Ola, Kihlberg, Robert, Rantatalo, Oscar & Hällgren, Markus. (2018) Negotiations and research bargains: Bending professional norms in the effort to gain field access” International Journal of Qualitative Methods. In press.

23. Svensson, M & Hällgren, M. (2018) Sensemaking in sensory deprived settings: The role of non-verbal auditory cues in emergency assessment. European management journal. In press. DOWNLOAD

22. Hällgren, M., Rouleau, L., & De Rond, M. (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. DOWNLOAD

21. Lindberg, O, Rantatalo, O. & Hällgren, M. (2017) Making sense through false syntheses: Working with paradoxes in the reorganization of the Swedish police. Scandinavian Journal of management. 33(3), 175-184 DOWNLOAD

20. Hällgren, M. & Lindahl, M. (2017) Coping with lack of authority: Extending research on project governance with a practice approach. International Journal of Managing Projects in Business. 10(2), 244-262 DOWNLOAD

19. Jacobsson, M. & Hällgren, M. (2016) Impromptu Teams in a Temporary Organization: On their Nature and Role. International Journal of Project Management. 34(4), 584-596 DOWNLOAD

18. Jacobsson, M. & Hällgren, M. (2014) The Grabber: Making a First Impression the Wilsonian Way. International Journal of Managing Projects in Business. 7(4) DOWNLOAD

17. Blomquist, T., Hällgren, M., Nilsson, A., & Söderholm, A. (2013). Project-as-practice: in search of project management research that matters. IEEE Engineering Management Review, 40(3), 88-XXX [Reprint of Blomquist et al, 2010]. DOWNLOAD

16. Hällgren, M, Nilsson, A, Blomquist, T & Söderholm, A. (2012) Relevance Lost! A Critical Review of Project Management Standardisation. International Journal of Managing projects in business, 5(3). DOWNLOAD

15. Hällgren, M. (2012) The construction of research questions in project management. International Journal of Project management, 3(7), 804-816. DOWNLOAD

14. Hällgren, M, Jacobsson, M & Söderholm, A. (2012). Embracing the drifting environment: The legacy and impact of a Scandinavian Project literature classic. International journal of managing projects in business, 5(4), 695-713 DOWNLOAD

13. Aegerter, J, Pustina, A & Hällgren, M. (2011). Escalating commitment in the death zone: New insights from the 1996 Mount Everest Disaster. International Journal of Project Management 29(8), p.971-985. DOWNLOAD

12. Hällgren, M. & Wilson, T. (2011) Opportunities for learning from crises in projects. International Journal of Managing Projects in Business, 4(2), p.196-217 DOWNLOAD

11. Hällgren, Markus & Söderholm Anders, (2010). Orchestrating deviations in global projects: Projects-as-practice observations. Scandinavian Journal of Management, 26(4), p. DOWNLOAD

10. Blomquist, T. & Hällgren, M. & Nilsson, A. & Söderholm, A. (2010). Project as practice: Making project research matter. Project Management Journal, 41(1), p.5-16 DOWNLOAD

9. Hällgren, Markus (2010). Groupthink in temporary organizations. International Journal of Managing Projects in Business, 3(1), p.94-110 DOWNLOAD

8. Hällgren, M. (2009). Mechanisms of Deviations: Observations of projects in practice. International Journal of Managing Projects in Business, 2(4), p. 611-625 DOWNLOAD

7. Hällgren, Markus & Maaninen – Olsson, Eva (2009). Deviations and the breakdown of project management principles. International Journal of Managing Projects in Business, 2(1), p. 53-69 DOWNLOAD

6. Hällgren, Markus & Wilson, Tim (2008). The nature and management of crises in construction projects: Projects-as-Practice observations. International Journal of Project Management. 26(8), p. 830-838 DOWNLOAD

5. Hällgren, Markus (2007). Beyond the point of no return: On the management of deviations. International journal of Project Management, 25(8), p.773-780 DOWNLOAD

4. Hällgren, Markus & Wilson, Tim. (2007). Mini-muddling: Learning from project plan deviations. Journal of workplace learning, 19(2), p.92-107 DOWNLOAD

3. Hällgren, Markus & Maaninen – Olsson, Eva. (2005). Deviations, uncertainty and ambiguity in project intensive organizations. Project Management Journal, 36(2), p.17-26 DOWNLOAD

2. Hällgren, Markus & Grönlund. Åke. (2003). Internet election-success or fiasco?. HumanIT, 6(1-2), p.121-162

1. Ohlin, Thomas & Hällgren, Markus. (2002). Internet voting in practice: The case of Umea student union. E-Service Journal, 2(1), p. 35-61

BOOK CHAPTERS

15. Hällgren, M. (2017) Situated teams: Dropping tools on Mount Everest. IN Project Management in Extreme Situations: Lessons from Polar Expeditions, Military and Rescue Operations, and Wilderness Exploration. Aubry, M and Lievre, P. (Eds) CRC Press/Taylor & Francis. Boca Raton, USA.

14. Kutsch, E, Hällgren, M & Turner, N. (2016) The internalization of Attention at 28,000 Feet: Revisiting the K2 2008 Disaster. In Bodea C-N, Purnus, A, Huemann, M. & Hajdu, M. (Eds.) Managing Project
Risks for Competitive Advantage in Changing Business Environments. Business Science Reference, Hershey, PA, USA.

13. Elsbach, K. and Hällgren, M. (2015). How temporary organizations promote dysfunctional goal pursuit: The case of the 1996 Mt. Everest disaster. In K. Elsbach, C. Kayes, and A. Kayes. (Eds.) “Contemporary OB in Action”. Prentice Hall

12. Hällgren, M. (2015) Novel or incremental?: Developing theories for temporary organizing and projects through the construction of the research question. In Pasian, B. Methods, designs and practices for research into project management. Gower publishing.

11. Lundin, R. and Hällgren, M (2014). An Introduction by the Editors. Advancing research on projects and temporary organizations. In Lundin, R & Hällgren, M (Eds.) Advancing research on projects and temporary organizations. Liber and Copenhagen Business Press

10. Lundin, R. and Hällgren, M (2014). On the Notions of Temporality and Organizing: Reflections on Future Advances. Advancing research on projects and temporary organizations. In Hällgren, M & Lundin, R. (Eds.) Advancing research on projects and temporary organizations. Liber and Copenhagen Business Press

9. Hällgren, M & Defillippi, R. (2014) Tensions of creativity in temporary organizing. In Hällgren, M & Lundin, R. (Eds.) “Advancing research on projects and temporary organizations”. Liber and Copenhagen Business Press

8. Hällgren, M. ”Projekt är farliga!” (2013) In Thule: Skytteanska Samfundets årsbok 2012.

7. Hällgren, M., Lindahl, M & Rehn, A. (2013) The Ghosts of Shared Leadership : On Decision-Making and Subconscious Followership in the Death Zone of K2. In Giannantonio, C & Hurley-Hanson, A.E. Extreme Leadership: Leaders, Teams and Situations Outside the Norm. Edward Elgar Publishing

6. Hällgren, M (2011) ”Karl E. WEICK: On organizing” IN On the Shoulders of Giants (eds.) Jensen, T & Wilson, T. Studentlitteratur

5. Hällgren, M & Söderholm, A (2011) Projects-as-Practice: New approach, new insights. Oxford Handbook of Project Management (eds.) Pinto, J, Morris, P & Söderlund, J. Oxford University Press.

4. Hällgren, M. (2011) Situated teams: Dropping the tools on Everest. In Aubry, M & Lievre, P, Gestion de projet et expéditions polaires: Que pouvons-nous apprendre? Presses de l’Université de Grenoble.

3. Hällgren, Markus & Söderholm, Anders (2009) Moral? I don’t care, I just run a project! In Rehn, A. & Lindahl, M. (eds.): Feelings and Business – Essays in Honor of Claes Gustafsson. Stockholm: Santérus. p.129-149

2. Hällgren, Markus (2009) Coupling mechanisms in the Management of Deviations: Project-as-Practice Observations In Gragg, LP & Cassell, JM (eds.): Progress in Management Engineering. Nova Science

1. Blomquist, Tomas, Hällgren, Markus & Nilsson, Andreas. (2006) Development of Virtual Teams and Learning Communities, In ”Collaborating Virtually: Concepts and Applications” (eds.)Tripathy, K. L. p. 121-130, [Reprint] ICFAI Press, Punjagutta, Indien

SPECIAL ISSUES EDITORIALS

2. Lundin, R. & Hällgren, M. (2013) [Editorial] ”Current foci of Nordic approaches to project research”. International Journal of Managing Projects in Business, 6(1)

1. Hällgren, M. & Lindahl, M. (2012) [Editorial] ”How do you do? On situating old project sites through practice-based studies”. International Journal of Managing Projects in Business, 5 (3).

PEER REVIEWED CONFERENCE PAPERS

27. Kutch, E, Turner, N, Denyer, D & Hällgren, M. (2017) “A case of dying leadership: Examining the K2 disaster of 2008”. Academy of Management Annual conference. Atlanta, USA.

26. Buchanan, D. & Hällgren, M. (2017) “Surviving a zombie apocalypse: Leadership configurations in extreme contexts” EGOS, Copenhagen, Denmark.

25. Rosales – Orquera, V. & Hällgren, M. (2016) “(Dis)connecting people: The role of artefacts in routine connections”. ASAC, Toronto, Canada.

24. Hällgren, M. (2015) “Battling boredom: On the formation and use of organizational routines”. EGOS, Athens, Greece.

23. Biedenbach, T, Svensson, M. & Hällgren, M. (2015) ”Blissful ignorance:
The transfer of responsibility in response to lack of competence”, Seventh International Symposium on Process Organization Studies, Kos, Greece.

22. Rosales, V. & Hällgren, M. (2015) ”Socio-materiality gone wild: A case of routine inertia in the ER: The underestimation of materiality: A case of failed routine implementation. EGOS, Athens, Greece.

21. Biedenbach, T. & Hällgren, M. (2014) “Changing the rules of the game: The interplay between routines and capabilities on an Everest expedition”. Sixth International Symposium on Process Organization Studies, Rhodes, Greece

20. Hällgren, M. (2014) “The dangers of temporary organizing: The (dis-)organizing features of timespace”. EGOS, Rotterdam, Netherlands.

19. Svensson, M, & Hällgren, M. (2014) “Listen! On audio-based sensemaking in emergency call taking practice”. EGOS, Rotterdam, Netherlands.

18. Rosales-Orquera, V, Hällgren, M. & Jacobsson, M. (2014) ”TURF WARS: Understanding Internal Coopetition in the Emergency Department”. 6th Workshop on Coopetition Strategy and Practice. Umeå, Sweden.

17. Hällgren, M, Lindahl, M & Rehn, A. (2014) “Coopetition Extremis: On Decision-Making and Subconscious Followership”. 6th Workshop on Coopetition Strategy and Practice. Umeå, Sweden.

16. Kutsch, E & Hällgren, M (2014) “The mindful organisation: A gradual breakdown at 28,000 feet”. British Academy of Management. Dublin, Ireland.

15. Hällgren, M. & Wilson, T. (2010) “Learning from crises in projects”. Euram, Rome, Italy

14. Blomquist, T, Hällgren, M, Nilsson, A & Söderholm, A (2010). ”The production of Best Practice”. Making Projects Critical. Bristol, UK

13. Hällgren, M (2009) ”Groupthink in the death zone: Failure of a temporary organization”, Euram. Liverpool, UK

12. Hällgren, M & Söderholm, A (2008). ”The Practice of Best Practice”. Making Projects Critical. Kungliga Tekniska Högskolan, Stockholm, March.

11. Engwall, M, Hällgren, M & Söderholm, A (2007) ”Dealing with Deviations: Investigating Coupling Mechanisms in Project Management”. Irnop VIII, Brighton, UK

10. Hällgren, M (2007) ”On the practice of project plan deviations”. EURAM, Paris, France.

9. Hällgren, M & Söderholm A, (2006) ”Patterns of deviations: a project-as-practice approach”. EGOS, Bergen, Norway.

8. Hällgren, M & Nilsson, A, (2006) ”Project management practice: The activities of coordination in a meeting”. IRNOP VII, Xian, China.

7. Hällgren, M & Lilliesköld, J, (2006) ”Three modes of deviation handling – coping with unexpected events in project management”. Proceedings of PICMET, Istanbul, Turkey.

6. Blomquist, T, Gällstedt, M, Hällgren, M, Nilsson, A & Söderholm A.  (2006) ”Project management as practice”. IRNOP VII, Xian, China.

5. Blomquist, T, Hällgren, M, Nilsson, A & Söderholm, A (2006) ”Relevance lost! A critical review of project management standardization”, Making projects critical: beyond project rationality, Manchester, UK, December.

4. Hällgren, M & Söderholm, A (2006) ”The road to moral displacement in project management”, Making projects critical: beyond project rationality, Manchester, UK, December.

3. Hällgren, M & Söderholm, A. (2005) ”The Road: The rationality of boondoggles”, NFF, Århus, Denmark

2. Maaninen – Olsson, E & Hällgren, M (2005) ”Deviations, uncertainty and ambiguity in project intensive organizations”, Euram, Munich, Germany

1. Hällgren, M & Maaninen – Olsson, E (2004) ”Deviations and uncertainty in project intensive organizations” Proceedings of Irnop VI, Turku, Finland, August, Wikström, Kim & Artto, Karlos . p. 311-322

 

NON-REFEREED JOURNAL ARTICLES

7. Hällgren, M. (2017) De falska syntesernas förbannelse. Projektvärlden

6. Hällgren, Markus & Sträng, Fredrik (2012) “Toppfeber – Om konsten att vända om” Projektvärlden.

5. Hällgren, Markus (2010) ”Managing the unexpected” Projects & Profits, 10(1), p. 31-36.

4. Hällgren, M (2009) ”On managing the uncertain: Observations of project management” Journal of current issues in Finance, Business and Economics. 2(2/3)

3. Hällgren, M (2009) ”Grupptänkande i temporära organisationer” Projektvärlden. October

2. Hällgren, M & Wilson, T (2008) ”Projects-as-Practice: A new Approach”, Projects & Profits. February

1. Andersson, A, Anell, B, Blomquist, T, Hällgren, M, Wilson, T & Zackariasson, P (2007) ”Challenges in Project Management: Grabbing the Elephant” Projects & Profits. December

NON-REVIEWED CONFERENCE PAPERS

16. Kihlberg, R., Rantatalo, O., Lindberg, O., & Hällgren, M. (2016) ”Giving sense to reform: The workings of power in the change of the Swedish police”. 6:e Nordiska polisforsknings- konferensen. Oslo, Norway.

15. Hällgren, M. & Rouleau, L. “Research on extreme contexts: Taking stock and moving forward”. (2016) 2nd workshop on Strategizing and Organizing in Extreme Contexts, Umeå, Sweden.

14. Biedenbach, T. & Hällgren, M. (2014) “Changing the rules of the game: The interplay between routines and capabilities on an Everest expedition”. 1st workshop on Strategizing and Organizing in Extreme Contexts, HEC Montreal, Montreal, Canada

13. Hällgren, M. (2014) “Goal grounding: The (dis-)organizing features of timespace”. 1st workshop on Strategizing and Organizing in Extreme Contexts, HEC Montreal, Montreal, Canada

12. Svensson, M, & Hällgren, M. (2014) “Listen! On audio-based sensemaking in emergency call taking practice”. 1st workshop on Strategizing and Organizing in Extreme Contexts, HEC Montreal, Montreal, Canada

11. Kutsch, E & Hällgren, M (2014) “The mindful organisation: A gradual breakdown at 28,000 feet”. Workshop on Strategizing and Organizing in Extreme Contexts, HEC Montreal, Montreal, Canada

10. Hällgren, M. Musca, G. & Rouleau, L. (2013) ”The Elusive Goal – Negotiations And Re-Negotiations Of Success And Failure In Temporary Organizations”. 8th Organization Studies summer workshop, Mykonos, Greece

9. Hällgren, M. & Jacobsson, M. (2012) ”Commodification of a risky business” Society for Risk Analysis conference, San Francisco, USA.

8. Hällgren, M. (2012) ”Summit fever: The art of Turning around”. Decision Analysis annual conference, San Francisco, USA

7. Renström, H, Jacobsson, M & Hällgren, M (2012), “A customer Relationship Focus: Impeding or Enabling Creativity and Innovation?”, Servsig 2012, Helsinki, Finland, 2012.

6. Hällgren, M. & Lindahl, M. “Neutralizing politics through organizational structuring: The case of a global product development”. NFF 2011, Stockholm.

5. Akdemir, F, Kirmani, F & Hällgren, M “The sum is larger than the constitutent parts: Synergy in an online project management class”. IPMA 25th world congress 2011, Brisbane, Australia

4. Hällgren, M. (2009) Dropping the tools: Team formation on Everest in 1996. Colloque en gestion de projet, Montreal, Canada

3. Hällgren, M (2006) ”Managing project plan deviations –  towards a logic of practice”. 4th doctoral workshop on project and innovation management, Turku, Finland

2. Blomquist, T, Hällgren, M & Nilsson, A (2006) ”Development of Virtual Teams and Learning Communities”, Netlearning, Ronneby, Sweden

1. Blomquist, T, Hällgren, M & Nilsson, A (2005) ”Development of Virtual Teams and Learning Communities”, Recent Research Developments in Learning Technologies Mendez Vilas, A; Gonzalez Pereira, B; Mesa Gonzale Formatex, Badajos, Spanien. Vol. III, p. 1184-1189

WHITE PAPERS

1. Managing web analytics Projects (2009) www.datadriving.com

REPORTS

3. En polis i förändring: Förstudie – yttre befälsfunktionen i Region Nord (2015)

2. Internet voting – En rapport rörande e-val för Umeå universitet. (2006)

1. 2001:26 – ”Internetval”. Statskontoret. (2001)

TEACHING CASES

1. Kutsch, Elmar & Hällgren, Markus ”K2: Against all odds”. (2014) http://www.thecasecentre.org/educators/casemethod/drafts/K2