Organization design is an established field of research within organization studies, focusing on different organizational forms, the array of the design strategies available to managers and their external and internal contingencies. However, our understanding of the complementary design choices available to managers of project-based organizations is limited. Building on both organization theory and design and project management literature this study identifies design choices available for the design of the project-based organization. Adopting the contingency perspective, it reviews the literature on project-based organizations to explore key factors that influence the design of the project-based organization in comparison with more traditional organizations. The resulting model offers a starting point for further studies on the design of the project-based organization. The study concludes by suggesting a research agenda in light of the results

Purpose: The purpose of this paper is to use an organizational design perspective to determine the scope of the state-of-the art of research into project-based organizations. Design/methodology/approach: The paper follows a structured framework-based literature review approach. It uses an analytical framework from the organization design literature to assess 177 papers relevant to the design of the project-based organization that were published in four leading PM journals between 2008 and 2015. The authors determine which elements of organization design are covered in each paper and identify specific research themes for each of the element emerging from the literature. Finally, the authors examine the degree to which interdependencies among separate elements are addressed in the literature and discuss the most holistic papers in more details. Findings: The results show that the literature on project-based organizations downplays broader organizational issues (such as organizational strategy, incentive schemes and performance management systems) while emphasizing research agenda inherited from research on single project management. In addition, the study highlights limited attention in the literature to the interdependence between separate design choices. Finally, it develops a research framework to map current themes in the literature and their relative importance and discusses a prospective research agenda. Research limitations/implications: Academic implications stem from looking at the project management literature from a fresh theoretical perspective and putting project-based organization as a whole in the focus. There is a great research potential in studying organization-wide aspects and interdependencies between various organization design choices in project-based organizations. Practical implications: Reflective practitioners could benefit from a wider view on the project-based organization and its design. They could also use the developed framework in management discussions. Originality/value: The paper offers a novel way of conceptualizing research on project-based organizations by linking it to an established stream within the field of organization theory and design

This article investigates organizational design choices and their antecedents for the design of project-based organizations. Extant literature acknowledges the diversity of project-based organizational forms, but neither the particular configurations of organizational design dimensions nor the reasons behind their differences are widely addressed. Based on interviews in 12 project-based organizations in various sectors, this study identifies three common organizational design configurations of project-based organizations. It further discusses a range of internal and external factors, which can influence the choice of configuration. The findings are summarized in five overriding conclusions.

This is the published version of a paper published in Project Management Journal. Citation for the original published paper (version of record): Miterev, M., Engwall, M., Jerbrant, A. (2017) Mechanisms of isomorphism in project-based organizations. Project Management Journal, 48(5): 9-24 Access to the published version may require subscription. N.B. When citing this work, cite the original published paper. Permanent link to this version: This article challenges the dominant assumption of goal rationality behind temporary organizations' design in project-based organizations (PBOs). While extant literature posits that organizations strive to select the most appropriate project arrangements to fit particular task requirements at hand, findings from an in-depth ethnography-inspired case study suggest that projects in PBOs tend to imitate each other's structures, strategies, and practices with little consideration of the potential performance effects. Building upon the new institutionalism, this article conceptualizes the PBO as an organizational field of temporary and permanent organizations embedded in wider organizational and institutional fields and explicates isomorphic processes among temporary organizations in PBOs.

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