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This study aims to investigate which a priori factors documented in the literature and new factors that influence employees’ self-regulated microlearning behavior and the utilization of internal microlearning platforms in organizations.

The authors conducted a single-case study on a Swedish retail group that had developed an internally-built microlearning platform, collecting data through semistructured interviews with 13 informants.

The authors have identified eight factors that affect employees’ self-regulated microlearning processes. In addition to confirming the presence of five factors from previous research, the authors have discovered the influence of three new factors on self-regulated learning. These new factors are prioritization, other learning platforms and relevant content.

The study conducted a unique investigation into the factors influencing employees’ self-regulated learning strategies and their impact on the utilization of microlearning platforms. Previous research has given limited attention to this research topic and associated questions, making this study a valuable contribution.

This paper investigates the emphasis placed on different managerial roles by the project manager in a public merger and change project.

A research model was designed based on six management roles: leader, resource allocator, spokesman, entrepreneur, liaison and monitor. Empirical data were collected using in-depth interviews. The studied case concerns a large public merger and change project between two municipalities in Norway.

The paper reveals that the project manager emphasized the externally oriented entrepreneur role mostly. The internally oriented resource allocator role that focuses on managing the project was least emphasized. The research identifies a gap between needed and actual competence in basic project management as a barrier to exercise the resource allocator role more thoroughly.

Future research should investigate other public merger and change projects so that these findings may be generalized.

This research concludes that project managers in public change projects should be more internally oriented towards the resource allocator role. Furthermore, public project managers need to make sure that they possess the necessary technical project management competence to practice the resource allocator role effectively.

Rather than stressing the importance of leadership in general to manage a project, this paper is original as it applies a set of management roles to empirically study what a public project manager practice.

This paper aims to study the influence of project managers’ signature strengths on project team resilience.

The authors performed a qualitative multiple case study design to explore the research question. Open-ended interviews, site visits, observations and documents were the data sources. The authors used character strengths and virtues within positive psychology as a theoretical framework in the data analysis.

The main finding of this study is that the project manager’s use of signature strengths influences the resilience of the project team. The cross-case analysis revealed four signature strengths – leadership, open-mindedness, persistence and hope – that influenced team resilience in all three studied cases.

Future research should investigate other organizations, types of projects and countries so that the findings may be generalized.

This paper provides managers and teams with useful insights on signature strengths and team resilience. The findings stress the importance of managers being aware of their signature strengths and knowing how to use them. As the working situation today is often more complex, uncertain and difficult than ever, it is important to have resilient managers and teams.

This study contributes to increased knowledge on signature strengths and team resilience.

Trust in how projects are managed is important because leaders have the power to make decisions that impact project outcomes. Steering committees provide strategic direction and governance for projects and they support the project manager. The purpose of this paper is to study how steering committees contribute to governance and trust. More specifically, the aim is to explore, which steering committee features and governance mechanisms are important for building trust.

Empirical data were collected using in-depth interviews. The studied case concerns the Norwegian Navy’s experience with a steering committee in the project of building new frigates.

Findings show that the steering committee had a significant impact on governance and trust in the project. The identified governance mechanisms performed by the steering committee included: control and performance measurement, support, decision-making, relationship management, reporting, resource management, risk management and strategic focus.

Despite the limitations of studying only a single case, the findings may provide general learning, as well as important practical information and experience to managers interested in the role of the project steering committee.

The paper provides key managerial implications that project owners should take into account when organizing a steering committee. The analysis identifies composition, competence, authority, responsibility, commitment and continuity as steering committee features that contribute to building trust. Findings particularly highlight the choice to include external steering committee members to be successful.

This research extends the current understanding of how through different features and governance mechanisms a steering committee can build trust in the management of projects.

The purpose of this paper is to describe and discuss how project managers practice a coaching leadership style (CLS).

This paper is based on a case study of an organization practicing coaching in projects.

The research findings show that to succeed with a CLS, project managers must have a large toolbox, which includes signature strengths, self-management and a give culture. Further, the paper describes how a model consisting of two learning processes can help to implement a CLS in practice.

This study is exploratory, contributing to the development of a substantive theory. Theory testing as well as more in-depth investigation of mental models of a CLS would be valuable.

Coaching leadership theories offer insights that can be leveraged to make project management more effective through improved research foundations.

This paper focuses on how a CLS is carried out in projects and how it can be improved and should thus be of interest to managers searching for tools and models for effective leadership.

This study investigates the emphasis placed on different managerial roles by IT project managers. Six managerial roles were applied in this research: personnel leader, resource allocator, spokesman, entrepreneur, liaison and monitor. With changing business environments, the locus of value creation is no longer within the boundaries of a single firm, but occurs instead at the nexus of relationships between parties. With the growing importance of pooling knowledge resources, knowledge management will have to transcend organizational boundaries in exchanges such as IT outsourcing relationships. We would, therefore, expect to find differences in our two surveys.

Two surveys were conducted in Norway to investigate these management roles.

In the first survey, which focused on project management roles in internal IT projects, the respondents emphasized the personnel leader role significantly more than other managerial roles. In the second survey, which focused on project management roles in IT outsourcing projects, the respondents emphasized the spokesman role. The empirical results provide evidence that project managers in internal IT projects are more internally oriented than project managers in outsourcing projects.

Future research should also take into account culture and structure dimensions as well as the specific industry of the IT project.

This research concludes that project managers of both internal IT projects and outsourcing projects should be more externally oriented to meet future challenges.

The contingent approach to leadership roles is applied in this research paper.

The paper aims to investigate the communication of uncertainty information and knowledge between the project manager, owner and steering group. The purpose of the project is to identify the effects of project owner and steering group involvement in the process of uncertainty management.

The empirical data are based on a qualitative case study with in‐depth interviews following a semi‐structured approach. The building of new frigates, a project in the Royal Norwegian Navy, is studied. This is a large public technology project, with a great deal of media and public attention from Norwegian society.

The project owner and steering group involvement in the project's uncertainty management process were identified. The interviews revealed that uncertainty information and knowledge have frequently been communicated and shared. The results indicate that this has reduced the asymmetric information problem between the parties. This involvement has also contributed to building a collaborative, respectful, professional and trusting relationship between the parties. Another effect that was found is that the project owner has learned about uncertainty management and developed uncertainty consciousness. Moreover, the data indicate that the uncertainty information has helped the project owner develop a holistic view for improved decisions.

Future research should investigate other scenarios, types of projects, cultures and countries, so that these findings may be generalized.

The paper concludes that project owner involvement and communicating uncertainty information are important for the effective management of uncertainties and achieving project success.

The involvement of the project owner and the communication of uncertainty information between the project manager and the owner are studied in this research paper.

The paper aims to argue that leadership by police managers is needed to stimulate and encourage knowledge sharing in police investigations, and to report an empirical study of what management roles are most important in investigations.

A research model was designed based on six management roles and a set of hypothesized relationships. A survey measuring management roles and knowledge sharing attitude was conducted in Norway. Respondents were senior investigation officers.

Only one management role was found to be a significant determinant of knowledge sharing in police investigations based on the sample used in this survey research within the Norwegian police force: the spokesman role was the only significant role. As a spokesman, the senior investigation officer extends organizational contacts to promote acceptance of the unit and the unit's work within the organization of which they are a part.

The low response rate of 20 percent may make it difficult to draw strong conclusions. Unfortunately, the authors have no information about what kinds of non‐response bias might be present (significant variation between the sample and the population). Future research should be more consistent in identifying the population.

While police investigations (of organized crime, trafficking, narcotics, economic crimes, homicide, etc.) need a stimulating internal structure for knowledge sharing, investigations depend on knowledge sharing with relevant persons and departments outside the unit as well to succeed.

Rather than stressing the importance of leadership in general to stimulate knowledge management, this paper is original as it applies a set of management roles to empirically study where leadership makes a difference for knowledge sharing attitudes.

The purpose of this study is to investigate how trust can be built in a relationship between a project and its stakeholders.

The empirical data are based on a qualitative case study with in‐depth interviews following a semi‐structured approach. A Norwegian project, the new opera house, is studied. This is a large public construction project, with a great deal of media and public attention by Norwegian society.

The study results show that trust is built in a project‐stakeholder relationship by improving communication skills, behaving reliably, showing commitment, being sincere, benevolent and competent, obtaining and acting with integrity, working towards reaching project milestones and establishing common goals.

Future research should investigate other scenarios, types of projects, cultures and countries, so that these findings may be generalized.

This research concludes that trust is important for building a well‐functioning business relationship. Trust can be seen as a result of good project‐stakeholder relations, and trust is reciprocal. Trust is something that must be earned, and it can be easily lost.

How to build trust in project‐stakeholder relationships is studied in this research paper.

The purpose of this paper is to study the effectiveness of current uncertainty management practice in projects with a special focus on the organization's cultural dimension.

The empirical data were obtained using in‐depth interviews with project management professionals in three project‐oriented organizations in Norway, Statsbygg, Telenor and the Norwegian Defence Logistic Organization. All the respondents from these three organizations are people who actively work with projects and uncertainty management.

The study results show that a supportive uncertainty management culture is characterized by: positive attitude, commitment of time and resources, openness and respect, understanding of uncertainty management, uncertainty management internalized into daily work, senior managers asking for and using uncertainty information, proactive uncertainty management, a focus on opportunities, clear areas of responsibility, accepted and operationalized policy and terminology, and a holistic uncertainty view. Moreover, the interviews revealed that commitment, knowledge, communication, openness, and trust are factors that contribute to building a supportive uncertainty management culture.

Future research should investigate other organizations, types of projects, and countries, so that these findings may be generalized.

This paper concludes that a supportive culture is important for achieving effective uncertainty management in projects. Uncertainty management practice will run more smoothly, there will be less problems and benefits of the uncertainty management activities will be more easily achieved.

A supportive organizational culture for creating a well‐performing management of uncertainties in projects is studied in this research paper.