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Sub-theme 13: [SWG] The Constitutive Role of Tasks in Temporary Organizations

Convenors:
Joachim Thiel
HafenCity University Hamburg, Germany
Alfons van Marrewijk
Delft University of Technology, The Netherlands
Joana Geraldi
Copenhagen Business School, Denmark

Call for Papers

Call for short papers (pdf)

Temporary organizations are fundamentally organized around the accomplishment of a defined task or goal rather than the ongoing reproduction of organizational structures (Bakker et al., 2016; Geraldi et al., 2025; Lundin & Söderholm, 1995). The task represents both the raison d’être and the primary coordinating principle of such organizations. Unlike enduring organizations that evolve through stable routines and long-term objectives, temporary organizations are purposefully established to address a bounded challenge within specific temporal, spatial, and resource constraints (Sydow et al., 2004). A perspective on tasks alone is too narrow, focusing on what is to be done, but ignoring how a temporary organization is formed, how it relates to its parent organization, and how tasks evolve over time (Andersen, 2006). The nature of the task, being complex, unique, future oriented and possibly innovative, nevertheless shapes the temporary organization’s structure, processes, and governance mechanisms (Turner & Müller, 2003).

Tasks that are highly complex require intensive coordination across professional and organizational boundaries, fostering interdependence and emergent problem-solving (Vosman et al., 2023). Moradi et al. (2025), however, limit coordination to situations where project partners work independently to ensure each other’s developments so the diverse deliveries and handover of outcomes across organizational boundaries is ensured. When partners are highly dependent on each other collaboration is needed to solve a complex task in which trust issues and reciprocity become important in reaching common goals (Moradi et al., 2025; Ruijter et al., 2020).

Temporary modes of organizing have been said to hold the potential for both repetitive tasks allowing organizational learning and improvement through repetition, and innovative tasks, removed from the daily operations, trying out new ideas (Johansson et al., 2007; Sydow et al., 2004). Innovative tasks introduce topics of (radical) uncertainty (Scoones, 2024)and of learning dynamics within and between temporary organizations, as well as between temporary and permanent organizations (Eikelenboom & van Marrewijk, 2024). Such tasks require flexible organizational forms (Grabher, 2004)that support experimentation, reflection, and knowledge transfer.

Submissions may build on qualitative or quantitative data or may be conceptual in nature. Literature reviews are equally welcome if they contribute to develop theory. The sub-theme will not be organized in hybrid format. The inclusiveness of this sub-theme contributes to accomplishing the mission of the EGOS SWG 13 on ‘Temporary Organizing’, which is to provide a platform for theoretically generative dialogues on the temporary aspects of organizing, and spur critical debates that may challenge current trends in the study of temporary organizing.

Against this background, some, but certainly not all, of the questions that could be addressed within the scope of this sub-theme are:

  • How are complex tasks governed in temporary organizations, in particular when they cross organizational boundaries?

  • How does the nature of tasks shape or co-shape the type and structure of temporary organizations?

  • How are future oriented tasks managed in temporary settings?

  • What is the relationship between tasks and project‐team configuration?

  • How do temporary organizations learn from repetitive and unique tasks?

  • Where is scope for repetitive tasks in temporary settings?

  • How do temporary organizations differ from permanent organizations in terms of the nature of tasks (unique vs repetitive)?

  • When tasks become more routine (even in project settings), what then differentiates projects from operations?

  • Do higher complexity and innovation demands for tasks mean more uncertainty, more interdependence and less predictability?

  • How do tasks evolve during the project (scope changes, re-negotiation)?

  • How do tasks evolve over the lifecycle of a project and what implications does that have for governance and management?

  • How does the task profile affect cross‐project learning and knowledge transfer in organizations with portfolios of projects?

  • Can we refine the concept of “task” to capture not only what is done, but the meaning, value and stakeholder dimension of tasks in projects?

References
  • Andersen, E. S. (2006). Toward a project management theory for renewal projects. Project Management Journal, 37(4), 15–30.
  • Bakker, R. M., DeFillipi, R., Schwab, A., & Sydow, J. (2016). Temporary organizing: Promises, processes, problems. Organization Studies, 37(12), 1703–1719.
  • Eikelenboom, M., & van Marrewijk, A. (2024). Tied islands: The role of organizational members in knowledge transfer across strategic projects. International Journal of Project Management, 42(3), Article 102590.
  • Geraldi, J., Jacobsson, M., & Pemsel, S. (2025). Thirty years of temporary organizations research: A field reconnecting with its soul. Scandinavian Journal of Management, 41(2), Article 101425. https://doi.org/10.1016/j.scaman.2025.101425
  • Grabher, G. (2004). Temporary architectures of learning: Knowledge governance in project ecologies. Organization Studies, 25(9), 1491–1514.
  • Johansson, S., Löfström, M., & Ohlsson, Ö. (2007). Separation or integration? A dilemma when organizing development projects. International Journal of Project Management, 25(5), 457–464.
  • Lundin, R. A., & Söderholm, A. (1995). A theory of the temporary organization. Scandinavian Journal of Management, 11(4), 437–455.
  • Moradi, S., Kahkonen, K., Koskela, L., Klakegg, O. J., & Aaltonen, K. (Eds.). (2025). Routledge handbook of collaboration in construction. Taylor & Francis.
  • Ruijter, H., Van Marrewijk, A. H., Veenswijk, M., & Merkus, S. (2020). Filling the mattress. Trust development practices in the Schiphol-Amsterdam-Almere megaproject. International Journal of Project Management, 39(4), 351–364.
  • Scoones, I. (2024). Navigating uncertainty: Radical rethinking for a turbulent world. Polity Press.
  • Sydow, J., Lindkvist, L., & DeFillipi, R. (2004). Project-based organizations: Embeddedness and repositories of knowledge: Editorial. Organization Studies, 25(9), 1475–1489.
  • Turner, R., & Müller, R. (2003). On the nature of the project as temporary organization. International Journal of Project Management, 21(1), 1–8.
  • Vosman, L., Coenen, T. B., Volker, L., & Visscher, K. (2023). Collaboration and innovation beyond project boundaries: Exploring the potential of an ecosystem perspective in the infrastructure sector. Construction Management and Economics, 41(6), 457–474.


Joachim Thiel is an adjunct professor in Social-Economic Urban and Regional Research. He works at the Research Group of Urban and Regional Economics at HafenCity University, Hamburg. Joachim’s current research focuses on large-scale urban development and construction projects, urban smart city strategies, as well as experimental sites and testbeds in technological innovation trajectories. Until September 2025, he was one of the deputy spokespersons of the research training group “Urban future-making”, funded by the German Research Association (DFG).
Alfons van Marrewijk is Full Professor for Construction Cultures at the Department of Management in the Built Environment of the Delft University of Technology and Adjunct Professor of Project Management at the Norwegian Business School BI Oslo. Furthermore, he is Associate Professor at the Department Organization Sciences, Vrije Universiteit Amsterdam. In his academic work he uses anthropological theories and methods for studying inter-organizational collaboration and cultural change in technically oriented organizations and complex mega-projects. Currently he is member of the Editorial Board of 'Project Management Journal'.
Joana Geraldi is associate professor in Project Organizing and co-director of the Centre for Organization and Time (COT), Department of Organizations, Copenhagen Business School, Denmark. Joana is passionate about projects, and the study of projects. Drawing on organisational psychology and organisation studies, she studies the inter-subjective experience of the temporary in organisations and society to empower us to co-create meaningful futures. She serves as Senior Editor of 'Project Management Journal' and Academic Advisor for the Project Management Institute.