Alvesson, M. & Karreman, D. (2000). Varieties of discourse: On the study of organizations through discourse analysis. Human Relations, 53(9), 1125–1149.Google Scholar

Alvesson, M. & Kärreman, D. (2007). Unraveling HRM: Identity, Ceremony, and Control in a management consulting firm. Organization Science, 18(4), 711–723.Google Scholar

Appelbaum, E., Bailey, T., Berg, P., & Kalleberg, A. (2000). Manufacturing Competitive Advantage: The Effects of High Performance Work Systems on Plant Performance and Company Outcomes: Ithaca, NY: Cornell University Press.Google Scholar

Arthur, M. B. & DeFillippi, R. J. (1998). Paradox in project-based enterprise: The case of film making. California Management Review, 25.Google Scholar

Asquin, A., Garel, G., & Picq, T. (2010). When project-based management causes distress at work. International Journal of Project Management, 28(2), 166–172. doi: 10.1016/j.ijproman.2009.08.006.Google Scholar

Aust, I., Brandl, J., & Keegan, A. (2015). State-of-the-art and future directions for HRM from a paradox perspective: Introduction to the Special Issue. Zeitschrift für Personalforschung, 29(3/4), 194.Google Scholar

Bakker, R. M. (2010). Taking stock of temporary organizational forms: A systematic review and research agenda. International Journal of Management Reviews, 12(4), 466–486.Google Scholar

Ballesteros-Pérez, P., González-Cruz, M. C., & Fernández-Diego, M. (2012). Human resource allocation management in multiple projects using sociometric techniques. International Journal of Project Management, 30(8), 901–913.Google Scholar

Borg, E., & Söderlund, J. (2015). Liminality competence: An interpretative study of mobile project workers’ conception of liminality at work. Management Learning, 3(46), 260–279.Google Scholar

Boselie, P., Brewster, C., & Paauwe, J. (2009). In search of balance–managing the dualities of HRM: an overview of the issues. Personnel Review, 38(5), 461–471.Google Scholar

Bowen, D. E., & Ostroff, C. (2004). Understanding HRM-firm performance linkages: The role of the “strength” of the HRM system. Academy of Management Review, 29(2), 203–221.Google Scholar

Boxall, P., & Purcell, J. (2011). Strategy and Human Resource Management, 3rd ed. Basingstoke: Palgrave Macmillan Ltd.Google Scholar

Bredin, K. (2008). People capability of project-based organisations: A conceptual framework. International Journal of Project Management, 26(5), 566–576.CrossRefGoogle Scholar

Bredin, K. & Söderlund, J. (2011). The HR quadriad: a framework for the analysis of HRM in project-based organizations. The International Journal of Human Resource Management, 22(10), 2202–2221.Google Scholar

Bredin, K. & Söderlund, J. (2013). Human Resource Management in Project-Based Organizations: The HR Quadriad Framework: Palgrave Macmillan.Google Scholar

Bredin, K. & Söderlund, J. (2013). Project managers and career models: An exploratory comparative study. International Journal of Project Management, 31(6), 889–902.CrossRefGoogle Scholar

Bredin, K. & Söderlund, J. (2014). Leading and managing projects. In Klimoski, R. J., Dugan, B. A., Messikomer, C., & Chiocchio, F. (Eds.). Advancing Human Resource Project Management, 350–382.Google Scholar

Brière, S., Proulx, D., Flores, O. N., & Laporte, M. (2015). Competencies of project managers in international NGOs: Perceptions of practitioners. International Journal of Project Management, 33(1), 116–124. 10.1016/j.ijproman.2014.04.010Google Scholar

Buganza, T., Kalchschmidt, M., Bartezzaghi, E., & Amabile, D. (2013). Measuring the impact of a major project management educational program: The PMP case in Finmeccanica. International Journal of Project Management, 31(2), 285–298.Google Scholar

Calamel, L., Defélix, C., Picq, T., & Retour, D. (2012). Inter-organisational projects in French innovation clusters: The construction of collaboration. International Journal of Project Management, 30(1), 48–59.Google Scholar

Costa, A. P. C. S. (2013). Decision model for allocating human resources in information system projects. International Journal of Project Management, 31(1), 100–108.Google Scholar

Crawford, L., French, E., & Lloyd-Walker, B. (2013). From outpost to outback: Project career paths in Australia. International Journal of Project Management, 31(8), 1175–1187.CrossRefGoogle Scholar

Dainty, A., Raidén, A., & Neale, R. (2009). Incorporating employee resourcing requirements into deployment decision making. Project Management Journal, 40(2), 7–18.CrossRefGoogle Scholar

Dany, F., Guedri, Z., & Hatt, F. (2008). New insights into the link between HRM integration and organizational performance: The moderating role of influence distribution between HRM specialists and line managers. The International Journal of Human Resource Management, 19(11), 2095–2112.Google Scholar

Deetz, S. (1996). Crossroads-describing differences in approaches to organization science: Rethinking Burrell and Morgan and their legacy. Organization Science, 7(2), 191–207.CrossRefGoogle Scholar

Delbridge, R. & Keenoy, T. (2010). Beyond managerialism? The International Journal of Human Resource Management, 21(6), 799–817.Google Scholar

Den Hartog, D. N., De Hoogh, A. H., & Keegan, A. (2007). The interactive effects of belongingness and charisma on helping and compliance. Journal of Applied Psychology, 92(4), 1131.Google Scholar

Ehnert, I. (2009). Sustainable Human Resource Management: A Conceptual and Exploratory Analysis from a Paradox Perspective. Berlin: Physica-Verlag.Google Scholar

Ehrnrooth, M. & Björkman, I. (2012). An integrative HRM process theorization: Beyond signalling effects and mutual gains. Journal of Management Studies, 49(6), 1109–1135.Google Scholar

Eskerod, P. & Jepsen, A. L. (2005). Staffing renewal projects by voluntary enrolment. International Journal of Project Management, 23(6), 445–453.CrossRefGoogle Scholar

Fairclough, N. (2003). Analysing Discourse: Textual Analysis for Social Research: Psychology Press.CrossRefGoogle Scholar

Foss, N. J., Minbaeva, D. B., Pedersen, T., & Reinholt, M. (2009). Encouraging knowledge sharing among employees: How job design matters. Human Resource Management, 48(6), 871–893.Google Scholar

Geare, A., Edgar, F., McAndrew, I., Harney, B., Cafferkey, K., & Dundon, T. (2014). Exploring the ideological undercurrents of HRM: Workplace values and beliefs in Ireland and New Zealand. The International Journal of Human Resource Management, 25(16), 2275–2294.Google Scholar

Godard, J. (2010). What is best for workers? The implications of workplace and human resource management practices revisited. Industrial Relations: A Journal of Economy and Society, 49(3), 466–488.Google Scholar

Godard, J. (2014). The psychologisation of employment relations? Human Resource Management Journal, 24(1), 1–18. doi: 10.1111/1748-8583.12030.Google Scholar

Grabher, G. (2004). Temporary architectures of learning: Knowledge governance in project ecologies. Organization Studies, 25(9), 1491–1514. doi: 10.1177/0170840604047996.Google Scholar

Greenwood, M. (2013). Ethical analyses of HRM: A review and research agenda. Journal of Business Ethics, 114(2), 355–366.CrossRefGoogle Scholar

Guest, D. E. & Woodrow, C. (2012). Exploring the boundaries of human resource managers’ responsibilities. Journal of Business Ethics, 111(1), 109–119.Google Scholar

Hodgson, D. & Cicmil, S. (2006). Making Projects Critical. Basingstoke: Palgrave Macmillan.Google Scholar

Hölzle, K. (2010). Designing and implementing a career path for project managers. International Journal of Project Management, 28(8), 779–786. doi: 10.1016/j.ijproman.2010.05.004.CrossRefGoogle Scholar

Hovmark, S. & Nordqvist, S. (1996). Project organization: Change in the work atmosphere for engineers. International Journal of Industrial Ergonomics, 17(5), 389–398. doi: http://dx.doi.org/10.1016/0169-8141(94)00115-4.Google Scholar

Huemann, M. (2007). Ensure project success before the project starts! Paper presented at the IPMA Young Crew Conference, Cracow.Google Scholar

Huemann, M. (2010). Considering human resource management when developing a project-oriented company: Case study of a telecommunication company. International Journal of Project Management, 28(4/2010), 361–369.Google Scholar

Huemann, M. (2013). HRM in the Project-Oriented Company. WU Vienna, Vienna.Google Scholar

Huemann, M. (2015). Human Resource Management in the Project-Oriented Organization: Towards a Viable System for Project Personnel. Aderlshot: Gower.Google Scholar

Huemann, M., Keegan, A., & Turner, R. (2007). Human resource management in the project-oriented company: A review. International Journal of Project Management, 25(3), 315–323.Google Scholar

Jackson, S., Schuler, R., & Werner, S. (2011). Managing human resources: Cengage Learning.Google Scholar

Jones, C. & DeFillippi, R. J. (1996). Back to the future in film: Combining industry and self-knowledge to meet the career challenges of the 21st century The Academy of Management Executive (1993–2005), 10(4), 89–103.Google Scholar

Kang, S. C., Snell, S. A., & Swart, J. (2012). Options-based HRM, intellectual capital, and exploratory and exploitative learning in law firms’ practice groups. Human Resource Management, 51(4), 461–485.Google Scholar

Keegan, A. & Boselie, P. (2006). The lack of impact of dissensus inspired analysis on developments in the field of human resource management. Journal of Management Studies, 43(7), 1491–1511. doi: 10.1111/j.1467-6486.2006.00638.x.Google Scholar

Keegan, A. & Den Hartog, D. N. (2004). Transformational leadership in a project-based environment: A comparative study of the leadership styles of project managers and line managers. International Journal of Project Management, 22(8), 609–617.CrossRefGoogle Scholar

Keegan, A. & Francis, H. (2010). Practitioner talk: The changing textscape of HRM and emergence of HR business partnership. The International Journal of Human Resource Management, 21(6), 873–898. doi: 10.1080/09585191003729341.Google Scholar

Keegan, A., Huemann, M., & Turner, R. (2012). Beyond the line: Exploring the HRM responsibilities of line managers, project managers and the HRM department in four project-oriented companies in the Netherlands, Austria, the UK and the USA. The International Journal of Human Resource Management, 23(15), 3085–3104.CrossRefGoogle Scholar

Keegan, A. & Turner, R. (2001). Quantity versus quality in project-based learning practices. Management Learning, 32, 77–98.Google Scholar

Keegan, A. & Turner, R. (2002). The management of innovation in project-based firms. Long Range Planning, 35(4), 367–388.Google Scholar

Keegan, A. & Turner, R. (2003). Managing human resources in the project-based organization. In Turner, J. R. (Ed.), People in Project Management. Aldershot: Gower.Google Scholar

Kramar, R. (2014). Beyond strategic human resource management: is sustainable human resource management the next approach? The International Journal of Human Resource Management, 25(8), 1069–1089.Google Scholar

Kroon, B. & Paauwe, J. (2014). Structuration of precarious employment in economically constrained firms: The case of Dutch agriculture. Human Resource Management Journal, 24(1), 19–37.Google Scholar

Lai, D. N., Liu, M., & Ling, F. Y. (2011). A comparative study on adopting human resource practices for safety management on construction projects in the United States and Singapore. International Journal of Project Management, 29(8), 1018–1032.Google Scholar

Larsen, H. H. (2002). Oticon: Unorthodox project-based management and careers in a “spaghetti organization.” Human Resource Planning, 25(4), 30–37.Google Scholar

Larsen, H. H. & Brewster, C. (2003). Line management responsibility for HRM: What is happening in Europe? Employee Relations, 25(3), 228–244.Google Scholar

Laslo, Z. (2010). Project portfolio management: An integrated method for resource planning and scheduling to minimize planning/scheduling-dependent expenses. International Journal of Project Management, 28(6), 609–618.Google Scholar

Lengnick-Hall, M. L., Lengnick-Hall, C. A., Andrade, L. S., & Drake, B. (2009). Strategic human resource management: The evolution of the field. Human Resource Management Review, 19(2), 64–85.CrossRefGoogle Scholar

Lindgren, M. & Packendorff, J. (2006). What’s new in new forms of organizing? On the construction of gender in project-based work. Journal of Management Studies, 43(4), 841–866.Google Scholar

Lundin, R. & Steinthórsson, R. (2003). Studying organizations as temporary. Scandinavian Journal of Management, 19(2), 233–250.Google Scholar

Marchington, M. (2015). Analysing the forces shaping employee involvement and participation (EIP) at organisation level in liberal market economies (LMEs). Human Resource Management Journal, 25(1), 1–18.Google Scholar

McCann, L., Granter, E., Hassard, J., & Hyde, P. (2014). “You can’t do both—something will give”: Limitations of the targets culture in managing UK healthcare workforces. Human Resource Management, 54(5), 773–791. doi: 10.1002/hrm.21701.Google Scholar

Medina, R., & Medina, A. (2014). The project manager and the organisation’s long-term competence goal. International Journal of Project Management. (8), 1459–1470.Google Scholar

Meijerink, J., Bondarouk, T., & Looise, J. K. (2013). Value creation through HR shared services: Towards a conceptual framework. Personnel Review, 42(2), 154–175. doi: doi:10.1108/00483481311309366.Google Scholar

Minbaeva, D. B. (2005). Negative impact of HRM complementarity on knowledge transfer in MNCs. Paper presented at the 31st EIBA Annual Conference, December, Oslo, Norway.Google Scholar

Nishii, L. H. & Wright, P. M. (2007). Variability within organizations: Implications for strategic human resource management. (CAHRS Working Paper #07–02). Ithaca, NY: Cornell University, School of Industrial and Labor Relations, Center for Advanced Human Resource Studies.Google Scholar

Paauwe, J. (2004). HRM and Performance: Achieving Long-Term Viability. Oxford: Oxford University Press.Google Scholar

Palm, K. & Lindahl, M. (2015). A project as a workplace: Observations from project managers in four R&D and project-intensive companies. International Journal of Project Management, 33(4), 828–838. 10.1016/j.ijproman.2014.10.002.CrossRefGoogle Scholar

Peters, P. & Lam, W. (2015). Can employability do the trick? Revealing paradoxical tensions and responses in the process of adopting innovative employability enhancing policies and practices in organizations. Zeitschrift für Personalforschung, 29(3/4), 235–258.Google Scholar

Pinto, J. K., Dawood, S., & Pinto, M. B. (2014). Project management and burnout: Implications of the demand–control–support model on project-based work. International Journal of Project Management, 32(4), 578–589.Google Scholar

Pohler, D. & Willness, C. (2014). Balancing interests in the search for occupational legitimacy: The HR professionalization project in Canada. Human Resource Management, 53(3), 467–488.Google Scholar

Popaitoon, S. & Siengthai, S. (2014). The moderating effect of human resource management practices on the relationship between knowledge absorptive capacity and project performance in project-oriented companies. International Journal of Project Management, 32(6), 908–920.CrossRefGoogle Scholar

Purcell, J. & Hutchinson, S. (2007). Front-line managers as agents in the HRM-performance causal chain: Theory, analysis and evidence. Human Resource Management Journal, 17(1), 3–20.Google Scholar

Ramsay, H., Scholarios, D., & Harley, B. (2000). Employees and high-performance work systems: Testing inside the black box. British Journal of industrial relations, 38(4), 501–531.Google Scholar

Renwick, D. (2003). Line manager involvement in HRM: An inside view. Employee Relations, 25(3), 262–280.Google Scholar

Sanders, K., Shipton, H., & Gomes, J. F. S. (2014). Guest editors’ introduction: Is the HRM process important? Past, current, and future challenges. Human Resource Management, 53(4), 489–503. doi: 10.1002/hrm.21644.Google Scholar

Söderlund, J. & Bredin, K. (2006). HRM in project-intensive firms: Changes and challenges. Human Resource Management, 45(2), 249–265.Google Scholar

Swart, J., & Kinnie, N. (2014). Reconsidering boundaries: Human resource management in a networked world. Human Resource Management, 53(2), 291–310.Google Scholar

Sydow, J., Lindkvist, L., & DeFillippi, R. (2004). Editorial: Project organizations, embeddedness and repositories of knowledge. Organization Studies, 25(9), 1475–1489.Google Scholar

Tabassi, A. A. & Bakar, A. (2009). Training, motivation, and performance: The case of human resource management in construction projects in Mashhad, Iran. International Journal of Project Management, 27(5), 471–480.CrossRefGoogle Scholar

Tabassi, A. A., Ramli, M., & Bakar, A. H. A. (2012). Effects of training and motivation practices on teamwork improvement and task efficiency: The case of construction firms. International Journal of Project Management, 30(2), 213–224.Google Scholar

Tadić, M., Bakker, A. B., & Oerlemans, W. G. (2014). Challenge versus hindrance job demands and well-being: A diary study on the moderating role of job resources. Journal of Occupational and Organizational Psychology, 88(4), 702–725. doi: 10.1111/joop.12094.Google Scholar

Thompson, M. & Heron, P. (2006). Relational quality and innovative performance in R&D based science and technology firms. Human Resource Management Journal, 16(1), 28–47.Google Scholar

Turner, R., Huemann, M., & Keegan, A. (2007). Human Resource Management in the project-oriented organization. Newtown Square: PMI.Google Scholar

Turner, R., Huemann, M., & Keegan, A. (2008). Human resource management in the project-oriented organisation: Employee wellbeing and ethical treatment. International Journal of Project Management, 26(5/2008), 577–585.Google Scholar

Turner, R. & Müller, R. (2003). On the nature of the project as a temporary organization International Journal of Project Management, 21(1), 1–8.Google Scholar

Vicentini, F. & Boccardelli, P. (2014). Team composition and project-based organizations: New perspectives for human resource management. In Russ, M. (Ed.), Management, valuation, and risk for human capital and human assets: Building the foundation for a multi-disciplinary, multi-level theory, 37.Google Scholar

Watson, T. J. (2010). Critical social science, pragmatism and the realities of HRM. The International Journal of Human Resource Management, 21(6), 915–931.Google Scholar

Wickramasinghe, V. & Liyanage, S. (2013). Effects of high performance work practices on job performance in project-based organizations. Project Management Journal, 44(3), 64–77.Google Scholar

Winch, G. M. (2014). Three domains of project organising. International Journal of Project Management, 32(5), 721–731.Google Scholar

Wright, P. M. & Boswell, W. R. (2002). Desegregating HRM: A review and synthesis of micro and macro human resource management research. Journal of Management, 28(3), 247–276.Google Scholar

Yukl, G. (2012). Leadership: What is it? In Rowe, G. & Guerrero, L. (Eds.), Cases in Leadership. 3rd Ed. Thousand Oaks, CA: Sage, 1–42.Google Scholar

Zhang, F., Zuo, J., & Zillante, G. (2013). Identification and evaluation of the key social competencies for Chinese construction project managers. International Journal of Project Management, 31(5), 748–759.Google Scholar

Zika-Viktorsson, A., Sundström, P., & Engwall, M. (2006). Project overload: An exploratory study of work and management in multi-project settings. International Journal of Project Management, 24(5), 385–394.Google Scholar

Zwikael, O. & Unger-Aviram, E. (2010). HRM in project groups: The effect of project duration on team development effectiveness. International Journal of Project Management, 28(5), 413–421. doi: 10.1016/j.ijproman.2009.09.005.Google Scholar