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:
- 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.
- 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.
- 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.
BOOKS
1. Hällgren, M & Lundin, R. (eds.) (2014) Advancing research on projects and temporary organizations. Copenhagen. Copenhagen Business School Press.
2. 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
4. 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
5. 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
1. Rouleau, L, Hällgren, M & De Rond, M. “Covid 19 and Our Understanding of Risk, Emergencies, and Crises”. Journal of Management Studies. [Forthcoming]
[SSCI: 4.888; ABDC: A*; ABS: 4]
2. Hällgren, M, Lindberg, O, Rantatalo, O. (2020) “Sensemaking in detective work: The social nature of crime investigation”. International Journal of Police Science and Management. [Forthcoming]
3. Rantatalo, O, Lindberg, O & Hällgren, M. (2020) Criminal investigation in rural areas: How police detectives manage remoteness and resource scarcity. Policing: A Journal of Policy and Practice [Forthcoming]
[SSCI: Forthcoming 2020]
4. Hällgren, M. & Buchanan, D. (2020) The dark side of group behavior: Zombie apocalypse lessons. The Academy of Management Perspectives (forthcoming).
[SSCI: 8.932; ABDC: A; ABS: 3]
5. Lenfle, S, Midler, C & Hällgren, M (2019) Exploratory Projects: From Strangeness to Theory. Project Management Journal, 50(5), 519-523
[SSCI: 2,714; ABDC: B; ABS: 1]
6. Buchanan, D. A., & Hällgren, M. (2019). Surviving a zombie apocalypse: Leadership configurations in extreme contexts. Management Learning, 50(2), 152–170.
[SSCI: 2.597; ABDC: A; ABS: 3]
7. 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.
[SSCI: 18,616; ABDC: A*; ABS: 4. Ranked 1/217 in management studies]
*Received the Academy of Management Annals best paper 2018 award
8. 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. 17(1); 1-11
[SSCI: 2,070]
9. Svensson, M & Hällgren, M. (2018) Sensemaking in sensory deprived settings: The role of non-verbal auditory cues in emergency assessment. European management journal. 36(3): 306-318
[SSCI: 3,606; ABDC: B; ABS: 2]
10. 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
[SSCI: 2,550; ABDC: B; ABS: 2]
11. 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
[SSCI: 1,600]
12. 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
[SSCI: 5,617; ABDC: A; ABS: 2]
13. Jacobsson, M. & Hällgren, M. (2014) The Grabber: Making a First Impression the Wilsonian Way. International Journal of Managing Projects in Business. 7(4)
[SSCI: 1,600]
14. 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].
15. 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).
[SSCI: 1,600]
* Received the Highly Commended Paper Award by Emerald Literati network
16. Hällgren, M. (2012) The construction of research questions in project management. International Journal of Project management, 3(7), 804-816.
[SSCI: 5,617; ABDC: A; ABS: 2]
17. 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
[SSCI: 1,600]
18. 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.
[SSCI: 5,617; ABDC: A; ABS: 2]
19. Hällgren, M. & Wilson, T. (2011) Opportunities for learning from crises in projects. International Journal of Managing Projects in Business, 4(2), p.196-217
[SSCI: 1,600]
20. Hällgren, Markus & Söderholm Anders, (2010). Orchestrating deviations in global projects: Projects-as-practice observations. Scandinavian Journal of Management, 26(4), p.
[SSCI: 2,550; ABDC: B; ABS: 2]
21. Blomquist, T. & Hällgren, M. & Nilsson, A. & Söderholm, A. (2010). Project as practice: Making project research matter. Project Management Journal, 41(1), p.5-16
[SSCI: 2,714; ABDC: B; ABS: 1]
22. Hällgren, Markus (2010). Groupthink in temporary organizations. International Journal of Managing Projects in Business, 3(1), p.94-110
[SSCI: 1,600]
* Received the Highly Commended Paper Award by Emerald Literati network
23. Hällgren, M. (2009). Mechanisms of Deviations: Observations of projects in practice. International Journal of Managing Projects in Business, 2(4), p. 611-625
[SSCI: 1,600]
24. 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
[SSCI: 1,600]
25. 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
[SSCI: 5,617; ABDC: A; ABS: 2]
26. Hällgren, Markus (2007). Beyond the point of no return: On the management of deviations. International journal of Project Management, 25(8), p.773-780
[SSCI: 5,617; ABDC: A; ABS: 2]
27. Hällgren, Markus & Wilson, Tim. (2007). Mini-muddling: Learning from project plan deviations. Journal of workplace learning, 19(2), p.92-107
28. Hällgren, Markus & Maaninen – Olsson, Eva. (2005). Deviations, uncertainty and ambiguity in project intensive organizations. Project Management Journal, 36(2), p.17-26
[SSCI: 2,714; ABDC: B; ABS: 1]
29. Hällgren, Markus & Grönlund. Åke. (2003). Internet election-success or fiasco?. HumanIT, 6(1-2), p.121-162
30. 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
1. Hällgren, Markus & Söderholm, Anders (2020), “Om verkligheten och verktyg för bättre vetande”. Om undran inför företagsekonomin.
2. Hällgren, Markus (2020), ”Doing things differently: Turning the academic game upside down” In Hernaus, T & Cerne, M. (eds), Becoming an Organizational Scholar: Navigating the Academic Odyssey. Edgar Elgar. (Accepted for publication)
3. Jacobsson, Mattias and Hällgren, Markus (2018), “Using retrospective data to study extreme contexts: The case of Impromptu teams” In: Figiel, Kasia (Ed), SAGE Research Methods Cases – Business & Management. SAGE publications Inc.
4. Hällgren, Markus & Rouleau, Linda (2018) Researching Risk, Emergency and Crisis: Taking Stock of Research Methods on Extreme Contexts and Moving Forward IN The Routledge Companion to Risk, Crisis, and Emergency Management. Gephart, R, Miller, C & Svedberg Helgesson, K (Eds).
5. 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.
6. 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.
7. 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
8. 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.
9. 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
11. 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
12. Hällgren, M. ”Projekt är farliga!” (2013) In Thule: Skytteanska Samfundets årsbok 2012.
13. 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
14. Hällgren, M (2011) ”Karl E. WEICK: On organizing” IN On the Shoulders of Giants (eds.) Jensen, T & Wilson, T. Studentlitteratur
15. 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.
16. 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.
17. 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
18. 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
19. 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
1. Lenfle, S, Midler, C & Hällgren, M (2019) Exploratory Projects: From Strangeness to Theory. Project Management Journal
2. Lundin, R. & Hällgren, M. (2013) [Editorial] ”Current foci of Nordic approaches to project research”. International Journal of Managing Projects in Business, 6(1)
3. 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
1. Hällgren, M. (2019) The risk society made visible: The case of commercial high altitude mountaineering. Egos, Edinburgh.
2. Hällgren, M. (2019) Bored on Mount Everest: Filling voids with organizational routines. Euram, Lisboa.
3. 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.
4. Buchanan, D. & Hällgren, M. (2017) “Surviving a zombie apocalypse: Leadership configurations in extreme contexts” EGOS, Copenhagen, Denmark.
5. Rosales – Orquera, V. & Hällgren, M. (2016) “(Dis)connecting people: The role of artefacts in routine connections”. ASAC, Toronto, Canada.
6. Hällgren, M. (2015) “Battling boredom: On the formation and use of organizational routines”. EGOS, Athens, Greece.
7. 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.
8. 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.
9. 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
10. Hällgren, M. (2014) “The dangers of temporary organizing: The (dis-)organizing features of timespace”. EGOS, Rotterdam, Netherlands.
11. Svensson, M, & Hällgren, M. (2014) “Listen! On audio-based sensemaking in emergency call taking practice”. EGOS, Rotterdam, Netherlands.
12. 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.
13. Hällgren, M, Lindahl, M & Rehn, A. (2014) “Coopetition Extremis: On Decision-Making and Subconscious Followership”. 6th Workshop on Coopetition Strategy and Practice. Umeå, Sweden.
14. 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
16. Blomquist, T, Hällgren, M, Nilsson, A & Söderholm, A (2010). ”The production of Best Practice”. Making Projects Critical. Bristol, UK
17. Hällgren, M (2009) ”Groupthink in the death zone: Failure of a temporary organization”, Euram. Liverpool, UK
18. Hällgren, M & Söderholm, A (2008). ”The Practice of Best Practice”. Making Projects Critical. Kungliga Tekniska Högskolan, Stockholm, March.
19. Engwall, M, Hällgren, M & Söderholm, A (2007) ”Dealing with Deviations: Investigating Coupling Mechanisms in Project Management”. Irnop VIII, Brighton, UK
20. Hällgren, M (2007) ”On the practice of project plan deviations”. EURAM, Paris, France.
21. Hällgren, M & Söderholm A, (2006) ”Patterns of deviations: a project-as-practice approach”. EGOS, Bergen, Norway.
22. Hällgren, M. (2006) ” Touching the void of project plan deviations – on the breakdown on methods”. Euram
23. Hällgren, M & Nilsson, A, (2006) ”Project management practice: The activities of coordination in a meeting”. IRNOP VII, Xian, China.
24. Hällgren, M & Lilliesköld, J, (2006) ”Three modes of deviation handling – coping with unexpected events in project management”. Proceedings of PICMET, Istanbul, Turkey.
25. Blomquist, T, Gällstedt, M, Hällgren, M, Nilsson, A & Söderholm A. (2006) ”Project management as practice”. IRNOP VII, Xian, China.
26. 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.
27. Hällgren, M & Söderholm, A (2006) ”The road to moral displacement in project management”, Making projects critical: beyond project rationality, Manchester, UK, December.
28. Hällgren, M & Söderholm, A. (2005) ”The Road: The rationality of boondoggles”, NFF, Århus, Denmark
29. Maaninen – Olsson, E & Hällgren, M (2005) ”Deviations, uncertainty and ambiguity in project intensive organizations”, Euram, Munich, Germany
30. 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
1. Hällgren, M. (2017) De falska syntesernas förbannelse. Projektvärlden
2. Hällgren, Markus & Sträng, Fredrik (2012) “Toppfeber – Om konsten att vända om” Projektvärlden.
3. 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)
5. Hällgren, M (2009) ”Grupptänkande i temporära organisationer” Projektvärlden. October
6. Hällgren, M & Wilson, T (2008) ”Projects-as-Practice: A new Approach”, Projects & Profits. February
7. 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
1. Rantatalo, O. Lindberg, O. & Hällgren, M. (2018) ”Organizational challenges of criminal investigation in northern rural Sweden”. The 1st annual police conference. University of Akureyri, Iceland.
2. Hällgren, M. Rantatalo, O, Lindberg, O (2016) ”Enhetlig och Flexibel? Att hantera paradoxer i organisationsförändring. PIA nätverksmöte. Linköpingsuniversitet
3. Hällgren, M. Rantatalo, O, Lindberg, O (2016) ”Enhetlig och Flexibel? Att hantera paradoxer i organisationsförändring. Ledarskap inom Polisen. Linneuniversitetet
4. 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.
5. 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.
6. 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
7. Hällgren, M. (2014) “Goal grounding: The (dis-)organizing features of timespace”. 1st workshop on Strategizing and Organizing in Extreme Contexts, HEC Montreal, Montreal, Canada
8. 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
9. 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
11. Hällgren, M. & Jacobsson, M. (2012) ”Commodification of a risky business” Society for Risk Analysis conference, San Francisco, USA.
12. Hällgren, M. (2012) ”Summit fever: The art of Turning around”. Decision Analysis annual conference, San Francisco, USA
13. Renström, H, Jacobsson, M & Hällgren, M (2012), “A customer Relationship Focus: Impeding or Enabling Creativity and Innovation?”, Servsig 2012, Helsinki, Finland, 2012.
14. Hällgren, M. & Lindahl, M. “Neutralizing politics through organizational structuring: The case of a global product development”. NFF 2011, Stockholm.
15. 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
16. Hällgren, M. (2009) Dropping the tools: Team formation on Everest in 1996. Colloque en gestion de projet, Montreal, Canada
17. Hällgren, M (2006) ”Managing project plan deviations – towards a logic of practice”. 4th doctoral workshop on project and innovation management, Turku, Finland
18. Blomquist, T, Hällgren, M & Nilsson, A (2006) ”Development of Virtual Teams and Learning Communities”, Netlearning, Ronneby, Sweden
19. 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
1. Hällgren, M., Lindberg, O, & Rantatalo, O. (2020) Kunskapsbaserat teamarbete i utredningsverksamhet vid polisregion Nord. Rapport till Polismyndigheten
2. En polis i förändring: Förstudie – yttre befälsfunktionen i Region Nord (2015)
3. Internet voting – En rapport rörande e-val för Umeå universitet. (2006)
4. 2001:26 – ”Internetval”. Statskontoret. (2001)
TEACHING CASES
1. Buchanan, David and Hällgren, Markus (2018) ”Surviving a zombie apocalypse: leadership and teamwork in hyper-extreme contexts”
2. Jacobsson, Mattias and Hällgren, Markus (2018), “Using retrospective data to study extreme contexts: The case of Impromptu teams” In: Figiel, Kasia (Ed), SAGE Research Methods Cases – Business & Management. SAGE publications Inc.
3. Kutsch, Elmar & Hällgren, Markus ”K2: Against all odds”. (2014) http://www.thecasecentre.org/educators/casemethod/drafts/K2