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Project forms of organizing are theorized to rely upon horizontal as opposed to vertical lines of authority, but few have examined how this shift affects progression-how people advance in an organization. We argue that progression without hierarchy unfolds when people assume lateral authority over project tasks without managing people. With a longitudinal study of a mature, collectively managed open source software project, we predict the individual behaviors that enable progression to lateral authority roles at two different stages. Although technical contributions are initially important, coordination work is more critical at a subsequent stage. We then explore how lateral authority roles affect subsequent behavior-after gaining authority, individuals spend significantly more time coordinating project work. Our research shows how people progress to the center as opposed to up a hierarchy, and how progression differs by stage and specifies the theoretical relationship between lateral authority roles and the coordination of project work.

Corpus linguistics is one of the most dynamic and rapidly developing areas of modern linguistics. It affects all areas of linguistics, including methodology of teaching foreign languages, translation and other linguistic disciplines. Corpus linguistics has had a direct impact on teaching foreign languages. However, in general, it remains a marginal method in teaching. Analysis of publications on the subject allows us to conclude that very few studies are long-term and aimed at working with schoolchildren. This article proposes a model for the development of sustainable interest among high school students in online corpora as sources of linguistic information, including the initiation stage in the form of project work in mini-groups to study well-known sayings with the consequent stage aiming at completing tasks supplementing the main textbook on a regular basis. The organization of project work addressing the corps of 11 grade students of the Natural Science Lyceum at Peter the Great St. Petersburg Polytechnic University is described. The paper outlines further research.

PurposeProject work usually has a positive connotation and is considered innovative and modern. However, many project workers suffer from chronic stress, work overload and burnout. This study aims to integrate the determinants of the negative aspects of project work and their implications for individuals involved in projects.Design/methodology/approachA systematic review was used to analyze 290 papers from various disciplines to identify the most used theories, determinants of the negative aspects of project work and the consequences of these aspects for project participants' work-related and overall well-being.FindingsBased on the findings of the review, this paper develops a multi-level framework that includes determinants at the levels of society, organizations, projects and individuals and discusses opportunities for further research. The findings show that socio-psychological theories and occupational health theories are the dominant theories used in research. The most frequently studied individual outcomes are affective symptoms and work-related outcomes. Detrimental individual outcomes are mostly associated with psychosocial work factors.Originality/valueThe study contributes to the literature by providing a comprehensive review of research on the negative aspects of project work and their implications for project workers. The multi-level framework can serve as a guide for future research and provides important insights for practitioners.

Scientific and engineering research increasingly involves multidisciplinary collaboration, sometimes across multiple organizations. Technological advances have made such cross-boundary projects possible, yet they can carry high coordination costs. This study investigated scientific collaboration across disciplinary and university boundaries to understand the need for coordination in these collaborations and how different levels of coordination predicted success. We conducted a study of 62 scientific collaborations supported by a program of the US National Science Foundation in 1998 and 1999. Projects with principal investigators (PIs) in more disciplines reported as many positive outcomes as did projects involving fewer disciplines. By contrast, multi-university, rather than multidisciplinary, projects were problematic. Projects with PIs from more universities were significantly less well coordinated and reported fewer positive outcomes than projects with PIs from fewer universities. Coordination mechanisms that brought distant researchers together physically slightly reduced the negative impact of collaborations involving multiple universities. We discuss implications for theory, practice, and policy.

Background Large-scale, national eHealth services, such as the summary care record (SCR) and electronic prescriptions (e-prescriptions), have been implemented by project managers as Norwegian health authority initiatives. Few studies have been conducted on the large-scale implementation of eHealth services and the relationship between the implementers’ work and the use of the tools in healthcare practices. Hence, there was a need to determine the project work with a focus on changes in practice. This study explores the implementation of the SCR and e-prescriptions from the perspective of project managers; how does the implementation work by project managers relate to institutional practices in large-scale initiatives? Methods Twenty-two semi-structured interviews were held with project managers in 2016 and 2018 and were recorded, transcribed, and coded according to the content. The analytical concepts of the “project” and “practice” were used to focus on tensions between the dimensions of time connecting historically established social practice and in situ actions. Results The eHealth initiatives were demonstrated to have been implemented as a part of the national strategy and achieved through close collaboration with the Norwegian Directorate of eHealth (NDE). Tensions arose in relation to task-oriented actions during the implementation of the project and the daily management thereafter. Further, the work tasks of the project managers were related to the dissemination of the tools while, in practice, the tools were related to actual use by professionals. The implementation of several projects simultaneously created tensions between the implementation of a tool and a specific practice, as well as between tools. Conclusion The objectives set out by the project managers in relation to their work should be viewed as temporary, whereas a long-term objective should apply to the use of the tools. Hence, the work of implementing eHealth initiatives might call for a renewed definition of the empirical object. Identifying factors that affect uptake, such as gaps between the intended use of an object and in situ actions or historically established activities, might expedite the future success of national eHealth initiatives. The social aspect of institutional practice has a direct bearing on the potential of a project to be implemented successfully.

PurposeThis study examines how the collective construction of career sustainability takes place through a career community of interim managers.Design/methodology/approachWe draw on 31 interviews with interim managers who are part of a career community in the form of a professional association of interim managers in France.FindingsThe findings show the importance of career communities as a vehicle through which to create a sustainable career. More specifically, we show that occupational career communities provide mutual and reciprocal career support, collective being and belonging through sense-making as well as collective learning leading to the collective creation of a sustainable career.Originality/valueWe add to the literature on sustainable careers by providing a collective community-level analysis and make a theoretical contribution by using the concept of career communities in shedding light on the career sustainability of interim managers. In the light of the increase in non-standard forms of employment, career communities might become an interesting vehicle for career management and development.