School of Management (SoM)

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    Exploring the Career Capital Impact of International Assignments within Distinct Organizational Contexts
    (Blackwell Publishing Ltd, 2009-07-07T00:00:00Z) Dickmann, Michael; Doherty, Noeleen
    The existing expatriation literature concentrates on what individuals need to perform in an international assignment (IA) but neglects what they gain from their foreign work experience. Using a dual-dependency perspective this study presents results from 26 in-depth interviews with international secondees within two UK-based organizational contexts. The paper explores the perceived impact of an IA on the career capital of individuals, showing that the outcomes of IAs can be equivocal for expatriates. Each firm concentrated their human resource mechanisms on developing different types of career capital and this focused individual behaviour on diverse career capital activities. In one of the organizations there was an internal misalignment between organizational and individual assignee focus. Based on the research a number of propositions were developed. This study provided an exploratory insight into points of departure rather than complementarity in individuals' international careers in organizations, which has been at the core of much recent research and writing. A more complex, contextualized picture of the effects of IAs on the careers of individuals emerged.
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    Innovation in project management: Voices of researchers
    (Elsevier Science B.V., Amsterdam., 2009-09-11T00:00:00Z) Geraldi, Joana; Turner J, Rodney; Maylor, Harvey; Hobday, Mike; Brady, Tim
    This paper reports and reflects on the discussions about the nature of the discipline of project management that took place during the 8th conference of the International Research Network of Organizing by Projects (IRNOP VIII), held in Brighton in September 2007. The discussions started with the provocative motion "This house believes that we no longer need the discipline of project management". The arguments are organised in the following areas: the use of the traditional body of knowledge by practitioners and by academics; the use of project management as a knowledge field by practitioners and by academics. The discussions indicate that project management research is in a fruitful moment of revolution of paradigms. We wish that the new paradigm accepts the plurality of research in projects and we need discussions supporting and also refusing the "motion", and by this means, proposing answers, rather than the answer, to the future of "the project management discipline".