Dr. Pernille Eskerod

Current Position:
Full Professor
Area Coordinator for Management and Organizational Behavior

Country of Origin:
Denmark

ORCID: 
orcid icon  http://orcid.org/0000-0002-3291-2763

Courses taught at Webster

Undergraduate

  • MNGT 3100 Introduction to Business and Change Management
  • MNGT 3450 Principles of Organizational Behavior
  • MNGT 4900 Managerial Policies and Strategies

Graduate

  • BUSN 6140 Business Research Analysis
  • CHNG 5000 Practicing Change Leadership
  • CHNG 5300 Data-Driven Change Management and Measurement
  • INTB 6000 Integrated Studies in International Business
  • MNGT 5590 Organizational Behavior
  • Issues in Management: Change Management
  • Master Thesis

Education

  • Ph.D. in Management (Southern Denmark Business School, 1996)
  • M.Sc. Economics and Business Administration (Aarhus School of Business,1992)
  • Graduate courses (Oregon State University, 1990)
  • B.Sc. and M.Sc. Economics and Business Administration (Aarhus School of Business,1989)

Background and Facts

Dr. Pernille Eskerod, born 1966, is full professor and senior researcher at the Department of Business and Management, Webster Vienna Private University.

Project stakeholder management has been her core focus within research since 2010. Further, she works currently on research projects within change management, internal and external consultancy, temporary organizations, managerial innovations, and collaboration and coordination within projects.

Pernille Eskerod has authored more than 100 publications, including academic journal articles, books, book chapters, and conference papers. She has published in the three leading journals within her main field: International Journal of Project Management, Project Management Journal, and International Journal of Managing Projects in Business. Further, in 2015 she was the lead guest editor of a thematic special issue of Project Management Journal on project stakeholder management. She is on the editorial board of International Journal of Project Management.  

Pernille Eskerod has published more books and several book chapters in peer-reviewed books offered by international and well-respected publishers e.g. Gower. The book, Project Stakeholder Management, which she has authored together with associate professor Anna Lund Jepsen, University of Southern Denmark, was on Gower’s Top20 bestseller list in 1st half of 2013.

Pernille Eskerod has undertaken more international research projects. In 2005-2007, she was Denmark’s national lead on the international research project (PMValue), which was the biggest research initiative ever carried out by the global association Project Management Institute. In 2012-2015, she was principal co-lead together with associate professor Dr. Martina Huemann, WU Wien, of the international research project Rethinking Project Stakeholder Management which is partly funded by Project Management Institute. From 2011-2016, she was undertaking a Scandinavian research project on coordination within projects in the engineering consultancy industry with NTNU in Trondheim, Norway and University of Southern Denmark. In all three projects, she has been leading a team of junior researchers and assistants.

During her 20+ years in academia, Pernille Eskerod has been teaching at all levels, i.e. bachelor, master, PhD levels, and in executive education. Further, she has done plenty of thesis supervisions. To engage students in learning processes and to disseminate her research-based knowledge stay close to her heart.

Pernille Eskerod has attracted research funding from competitive applications submitted to international funds, incl. EU Regional fond and the global but US-based organization Project Management Institute. Further, she has attracted research funding from the government as well as industrial associations in Denmark. In addition, she has attracted research funding from case study partners in form of private and public companies.

Pernille Eskerod acts often as speaker, organizer, discussant and reviewer at international conferences, e.g. Academy of Management, Decision Sciences Institute, European Group of Organizational Studies (EGOS), European Academy of Management, Nordic Academy of Management, International Research Network on Project Organizing and Project Management Institute. More of her conference papers have been selected for special issues.

During her academic career, Pernille Eskerod has paid great attention to knowledge exchange between the academic community and the business community, and most of her research is based on empirical studies, mainly case studies, but also surveys, e.g. a survey on coordination in multi-partner projects in the engineering consultancy industry in Denmark and Norway in cooperation with University of Southern Denmark and NTNU in Trondheim, Norway.

Pernille Eskerod has served on several assessment committees internally and externally. Since 2008, she has been faculty member at the WU Executive Academy in Vienna. In 2013-2014 she was visiting professor at WU Vienna University of Economics and Business (invited by Dr. Martina Huemann). In 2010, she was visiting professor at Stevens Institute of Technology in the USA (invited by Dr. Thomas Lechler). In 2013 and 2014, she visited Drexel University, Philadelphia (invited by Dr. Frank Anbari). In 1997, she was a visiting scholar at Umeå School of Business and Economics, Umeå University, Sweden (invited by prof. Dr. Rolf Lundin).

Before joining Webster Vienna, Pernille Eskerod had various positions at University of Southern Denmark. In 2008-2014 she was full professor with special duties within project management. Prior she was appointed as assistant professor (1995-1998) and associate professor (1998-2008).

Selected publications

Peer-reviewed journal articles

Eskerod, P., Justesen, J. B., & Sjøgaard, G. (forthcoming, 2017). Enriching Project Organizations with Formal Change Agents. Health Promotion Projects at the Workplace, International Journal of Managing Projects in Business

Justesen, J. B., Eskerod, P., Christensen, J. R., & Sjøgaard, G. (2017). Implementing Workplace Health Promotion - Role of Middle Managers, International Journal of Workplace Health Management, 10(2):164-178. http://www.emeraldinsight.com/doi/full/10.1108/IJWHM-04-2016-0030

Dupont, D. H., & Eskerod, P. (2016). Enhancing Project Benefit Realization Through Integration of Line Managers as Project Benefits Managers, International Journal of Project Management, 34(4): 779-788. http://dx.doi.org/10.1016/j.ijproman.2015.10.009

Dupont, D. H., & Eskerod, P. (2015/2016). Line Managers as Peer Change Agents, Journal of Management and Change, 1/2(34/35): 60-75. https://www.ebs.ee/images/Teadus_ja_doktor/JMC/EBS_JournalOfManagementandChange.pdf

Larsen, T., & Eskerod, P. (2015/2016). Using Change Management Principles in Projects - An Exploratory Case Study, Journal of Management and Change, 1/2(34/35): 44-59. https://www.ebs.ee/images/Teadus_ja_doktor/JMC/EBS_JournalOfManagementandChange.pdf

Eskerod, P., Huemann, M., & Savage, G. (2015). Project Stakeholder Management - Past and Present, Project Management Journal, 46(6): 6-14. http://dx.doi.org/10.1002/pmj.21555

Eskerod, P., Huemann, M., & Ringhofer, C. (2015). Stakeholder Inclusiveness - Enriching Project Management with General Stakeholder Theory, Project Management Journal, 46(6): 42-53. http://dx.doi.org/10.1002/pmj.21546

Aagaard, A., Eskerod, P., & Madsen, E. S. (2015). Key drivers for informal project coordination among sub-contractors: a case study of the offshore wind energy sector, International Journal of Managing Projects in Business, 8(2): 222-240. http://dx.doi.org/10.1108/IJMPB-05-2014-0041

Eskerod, P., & Vaagaasar, A. L. (2014). Stakeholder Management Strategies and Practices during a Project Course, Project Management Journal, 45(5): 71-85. http://dx.doi.org/10.1002/pmj.21447

Eskerod, P., & Huemann, M. (2013). Sustainable Development and Project Stakeholder Management: What Standards Say, International Journal of Managing Projects in Business, 6(1): 36-50. http://dx.doi.org/10.1108/17538371311291017

Dietrich, P., Eskerod, P., Dalcher, D., & Sandhawalia, B. (2010). The Dynamics of Collaboration in Multi-partner Projects, Project Management Journal, 41(4): 59-78. http://dx.doi.org/10.1002/pmj.20194

Eskerod, P. (2010). Action Learning for Further Developing Project Management Competencies: A Case Study from an Engineering Consultancy Company, International Journal of Project Management, 28(4): 352-360. http://dx.doi.org/10.1016/j.ijproman.2010.01.010

Eskerod, P., & Riis, E. (2009). Value Creation by Building and Intraorganizational Common Frame of Reference Concerning Project Management, Project Management Journal, 40(3): 6-13. http://dx.doi.org/10.1002/pmj.20123

Eskerod, P., & Riis, E. (2009). Project Management Models as Value Creators in Companies, Project Management Journal, 40(1): 4-18. http://dx.doi.org/10.1002/pmj.20098

Jepsen, A. L., & Eskerod, P. (2009). Stakeholder Analysis in Projects: Challenges in Using Current Guidelines in the Real World, International Journal of Project Management, 27(4): 335-343. http://dx.doi.org/10.1016/j.ijproman.2008.04.002

Blichfeldt, B.S., & Eskerod, P. (2008). Project Portfolio Management – There’s More to it than What Management Enacts, International Journal of Project Management, 26(4): 357-365. http://dx.doi.org/10.1016/j.ijproman.2007.06.004

Eskerod, P., & Skriver, H.J. (2007). Organizational Culture Restraining In-house Knowledge Transfer between Project Managers – a Case Study, Project Management Journal, 38(1): 110-122.

Eskerod, P., & Jepsen, A.L. (2005). Staffing Renewal Projects by Voluntary Enrolment, International Journal of Project Management, 23(6): 445-453. http://dx.doi.org/10.1016/j.ijproman.2005.02.005

Eskerod, P., & Blichfeldt, B.S. (2005). Managing Team Entrees and Withdrawals during the Project Life Cycle, International Journal of Project Management, 23(7): 495-503. http://dx.doi.org/10.1016/j.ijproman.2004.12.005

Eskerod, P., & Östergren, K. (2000). Why Do Companies Standardize Project Work?, Project Management, 6(2): 34-39

Eskerod, P. (1996). Meaning and Action in a Multi-Project Environment. Understanding a Multi-Project Environment by Means of Metaphors and Basic Assumptions, International Journal of Project Management, 14(2): 61-65. http://dx.doi.org/10.1016/0263-7863(95)00038-0

Eskerod, P. (1998). Til- og afgange I projektgruppen, Ledelse & Erhvervsøkonomi, 62(4): 265-280. (in Danish)

Eskerod, P. (1995). Fleksibilitet og forankring i den projektorganiserede virksomhed, Ledelse & Erhvervsøkonomi, 59(3): 175-182. (in Danish)

 

Books

Eskerod, P. & Jepsen, A.L. (2016). Projektets interessenter – analyse og samspil, DJOF Forlaget, Copenhagen, Denmark. (in Danish) ISBN: 9788757433364

Huemann M., Eskerod, P., & Ringhofer, C. (2016). Rethink! Project Stakeholder Management, Project Management Institute, New Square, PA, USA. ISBN-10: 1628250852; ISBN-13: 978-1628250855

Eskerod, P., & Jepsen, A. L. (2013). Project Stakeholder Management, Gower, United Kingdom. ISBN: 978-1-4094-0437-8

Eskerod, P. (1997). Nye perspektiver på fordeling af menneskelige ressourcer i et projektorganiseret multiprojekt-miljø, Ph.D. dissertation, Southern Denmark Business School, Sonderborg, Denmark. (in Danish) ISBN 8789087798 9788789087795

 

Book chapters

Eskerod, P. (forthcoming, May 2017). Stakeholders. In S. Sankaran, R. Müller & N. Drouin (Eds.), Cambridge Handbook of Organizational Project Management, USA: Cambridge University Press. ISBN: 1107157722

Eskerod, P. (2015). Projekt-Stakeholdermanagement im Internationalen Kontext. In A. Nachbagauer & G. Ortner (Eds.), Globale Projekte managen. Neue Wege für die weltweite Projektarbeit. (pp. 145-154). Düsseldorf: Symposion Publishing, Germany. (in German) ISBN 9783863296711

Eskerod, P., & Jepsen, A. L. (2014). What Does the Project Stakeholder Value?. In D. Dalcher (Ed.), Advances in Project Management: Narrated Journeys in Unchartered Territory. (pp. 115-118). UK: Gower Publishing Ltd. ISBN 9781472429131

Eskerod, P. (2014). Stakeholder Understanding and Perception of Fairness: Enriching Project Management with Strategy Concepts. In R. A. Lundin, & M. Hällgren (Eds.), Advancing Research on Projects and Temporary Organizations. (pp. 39-51). Chapter 2. Copenhagen Business School Press. ISBN 9788763002486

Eskerod, P., & Huemann, M. (2014). Managing for Stakeholders. In J. R. Turner (Ed.) Gower Handbook of Project Management. (5th ed., pp. 217-232), UK: Gower Publishing Ltd. ISBN 9781472422965

Eskerod, P. (2008). Latest Project Management Implementation. In J. Thomas, & M. Mullaly (Eds.), Researching the Value of Project Management. (pp. 86,146-150). Newtown Square, Pennsylvania, USA: Project Management Institute. ISBN: 9781933890494

Jepsen, A. L., & Eskerod, P. (2008). Use of internal communication to market a project which nobody wants. In K. Podnar, & Z. Jancic (Eds.), Corporate and Marketing Communications as a Strategic Ressource: Response to Contemporary use, Challenges and Criticism. (Vol. 13, pp. 100-101). Spon press.

Eskerod, P. (2006). Managing Human Energy in the Project-Oriented Company. In C. Cleland, & R. Gareis (Eds.), Global Project Management Handbook. (2 ed., pp. -). New York: McGraw-Hill Companies. ISBN: 9780071460453

Eskerod, P. (1998). Organising by Projects - Experiences from Oticon's Product Development Function, In M. Morsing (Ed.), Managing the Unmanageable for a Decade, Hellerup: Oticon. 

Eskerod, P. (1998). The Human Resource Allocation Process When Organizing by Projects. In R. A. Lundin & C. Midler (Eds.), Projects as Arenas for Renewal and Learning Processes. (pp. 125-131). UK: Kluwer Academic Publishers. ISBN: 9781461376057, http://dx.doi.org/10.1007/978-1-4615-5691-6_12

Eskerod, P., & Darmer, P. (1994). Lecturer's Guide, In D. Adam-Smith & A. Peacock (Eds.), Cases in Organizational Behaviour, (pp. 43-46). London: FT Prentice Hall.

Eskerod, P., & Darmer, P. (1994). Oticon - Spaghetti for the Ears, In D. Adam-Smith & A. Peacock (Eds.), Cases in Organizational Behaviour, (pp. 43-46). London: FT Prentice Hall.

 

Conference papers

Larsen, T., & Eskerod, P. (2016). Change Agents or Preservation Agents – Choosing the Right Change Agency, 11th EIASM Colloquium on Organizational Change & Development, Vienna, Austria.

Eskerod, P., & Larsen, T. (2016). Advancing Theorizing about Project Stakeholders by the Concept ‘Shadows of the Context’. In Proceedings of the 16th Annual EURAM Conference: Manageable Cooperation? European Academy of Management, Paris, France.

Eskerod, P., Justesen, J.B., & Sjøgaard, G. (2015). Enhancing Project Success by Means of Formal Change Agents - Implementing Health Promotion at the Workplace, 10th EIASM Colloquium on Organizational Change & Development, Larnaca, Cyprus.

Eskerod, P., & Larsen, T. (2015). Change Agents: Past, Present and Future – Addressing the WHO-question within Change Management, 10th EIASM Colloquium on Organizational Change & Development, Larnaca, Cyprus.

Eskerod, P. & Riis, E. (2015). The Theory of the Temporary Organization Revisited – a 20 Years Anniversary Tribute to Lundin and Söderholm. Paper presented at 23rd Nordic Academy of Management Conference, Copenhagen, Denmark.

Dupont, D. H., & Eskerod, P. (2014). Future Perspective: Line Managers as Peer Change Agents. Paper presented at 9th EIASM Colloquium on Organizational Change & Development, Essen, Germany.

Eskerod, P. (2014). Synergies from International Research and Teaching Cooperation with the Same Partners. Presentation and participation in roundtable discussions within the theme of Fostering International Teaching and Research Collaborations at the Academy of Management 2014 Annual Meeting, 1-5 August, Philadelphia, Pennsylvania, United States.

Eskerod, P., & Huemann, M. (2014). Advancing Project Stakeholder Analysis by Standing on the Shoulders of Giants. Paper presented at PMI Research and Education Conference 2014, Portland, Oregon, United States.

Eskerod, P. & Huemann, M. (2014). Improved Project Stakeholder Analysis by Systemic Methods. Professional Development Workshop for the Academy of Management 2014 Annual Meeting, 1-5 August, Philadelphia, Pennsylvania, United States.

Eskerod, P., Huemann, M., & Weninger, C. (2014). Stakeholder Inclusiveness and Expectation Alignment: Enriching Project Management with General Stakeholder Theory. In Proceeding of the 14th Annual EURAM Conference: Waves and Winds of Strategic Leadership for Sustainable Competitiveness. European Academy of Management, Valencia, Spain.

Huemann, M., & Eskerod, P. (2014). Symposium: Bridging the research practice gap: The case of developing innovative project stakeholder methods with practitioners. Paper presented at PMI Research and Education Conference 2014, Portland, Oregon, United States.

Huemann, M., Weninger, C., & Eskerod, P. (2014). Bridging the Research Practice Gap: The research project Rethink!Project Stakeholder Management as an example. Extended abstract. Abstract from IPMA 2014 28th World Congress, Rotterdam, Netherlands.

Larsen, T., & Eskerod, P. (2014). Future Perspective: Using Change Management Principles in Projects. Abstract from 9th EIASM Colloquium on Organizational Change & Development, Essen, Germany.

Vaagaasar, A. L., & Eskerod, P. (2014). Good Cop/Bad Cop Strategy: Collaboration Through Combinations of Distributive and Integrative Stakeholder Management Practices. In Proceedings of the 14th European Academy of Management Annual Conference, Valencia, Spain.

Eskerod, P. (2013). Reciprocity and Perceptions of Justice in Public Participation Processes – a Case Study. Proceedings for the 9th European Conference on Management Leadership and Governance, Klagenfurt, Austria. 

Eskerod, P., & Huemann, M. (2013). Improved Decision Making by Systemic Stakeholder Analysis Methods in Projects. Abstract from Decision Sciences Institute 2013 Annual Meeting, Baltimore, Maryland, United States.

Eskerod, P., & Huemann, M. (2013). Stakeholder analysis eruptions – advancing project management with the method systemic constellation. Paper presented at 22nd Nordic Academy of Management Conference, Reykjavik, Iceland.

Eskerod, P., & Justesen, J. B. (2013). Enhancing Project Success by Means of Formal Change Agents - Implementing Healthcare Activities at the Workplace. Paper presented at 11th IRNOP, Oslo, Norway.

Huemann, M., & Eskerod, P. (2013). Best practices in managing for project stakeholders. Abstract from IPMA World Congress, Dubrovnik, Croatia.

Huemann, M., & Eskerod, P. (2013). Managing project stakeholders: Practices considering sustainable development principles on projects (poster presentation). Abstract from the Autumn Meeting of the Section Sustainability Management of the German Academic Association for Business Research (VHB), Vienna, Austria.

Huemann, M., Eskerod, P., & Savage, G.T. (2013). Managing Stakeholders of Projects and Project-oriented Organizations. Topic proposal for the 14th EURAM 2014 – European Academy of Management Annual Conference, Valencia, Spain.

Huemann, M., Eskerod, P., Weninger, C., & Wenche , A. (2013). Towards a new project stakeholder management approach - considering contemporary stakeholder theory and social system theory. Paper presented at 11th IRNOP, Oslo, Norway.

Voergård-Olesen, R. K., & Eskerod, P. (2013). Non-heterosexual disclosure at the workplace: insights from an empirical study. Proceedings for the 22nd Nordic Academy of Management Conference, Reykjavik, Iceland.

Eskerod, P., & Vaagaasar, A. L. (2012). Playing ‘Good Cop/Bad Cop’ – an Effective Project Stakeholder Management Strategy?. Abstract from 3rd International Project Business Workshop, Brighton, United Kingdom.

Eskerod, P., & Vaagaasar, A. L. (2012). Stakeholder management strategies and practices during a project course. Paper presented at The 28th EGOS Colloquium 2012, Helsinki, Finland.

Eskerod, P., & Huemann, M. (2011). Project Stakeholder Management Practices – in the Light of Modern Stakeholder Theory and Sustainability Principles. In the Nordic Academy of Management (NFF) meeting, Stockholm, Sweden.

Eskerod, P., & Huemann, M. (2011). Managing Projects for Stakeholders from a Sustainability Perspective. Proceedings for the EISAM 1st Interdisciplinary Conference on Stakeholders, Resources & Value Creation, Barcelona, Spain.

Vaagaasar, A. L., Eskerod, P., & Nikolaisen, . H. (2011). Project Stakeholder Management as Continuous Processes for Re-Creating and Improving Relationships. Proceedings for the EISAM 1st Interdisciplinary Conference on Stakeholders, Resources & Value Creation, Barcelona, Spain.

Dietrich, P., Eskerod, P., Dalcher, D., & Sandhawalia, B. (2010). The Role of Project Collaboration Quality and Knowledge Integration Capability in Multi-Partner Projects. Proceedings for the PMI Research and Education Conference, Washington D.C., United States.

Eskerod, P., & Mosavi, A. (2008). Challenges in Developing Project Portfolio Management - a Case Study. Proceedings for the 22nd IPMA World Congress Project: Management to Run. Rom, Italy.

Eskerod, P., & Riis, E. (2008). Creating Value by Building an Intra-Organizational Common Frame of Reference for Project Management. In PMI Research Conference 2008: Proceedings, Project Management Institute, Warsaw, Poland.

Blichfeldt, B. S., & Eskerod, P. (2005). Project portfolios: there is more to it than what management enacts. In J. K. Christiansen, & E. al. (Eds.), Proceedings 12th International Product Development Management Conference (pp. 133-144), Copenhagen, Denmark.

Eskerod, P., & Blichfeldt, B. S. (2004). Too Many Good Projects: Managing Emotions regarding 'Project Overload'. In R. Gareis, & M. Huemann (Eds.), Proceedings for the Conference Project Management Tage 04, Vienna, Austria.

Eskerod, P., & Blichfeldt, B. S. (2004). Do Implicit Core Assumptions of the Project Management Community Culture Restrain Intra-Organisational Learning across Project Managers?. In K. Wikström, & K. Artto (Eds.), Proceedings for the IRNOP VI Conference. Akademi University, Åbo, Finland.

Eskerod, P., Blichfeldt, B. S., & Toft, A. S. (2004). Questioning the Rational Assumption Underlying Decisio-Making within Project Portfolio Management Literature. In D. P. Slevin, D. I. Cleland, & J. K. Pinto (Eds.), Proceedings of the PMI Research Conference 2004. Project Management Institute, London, United Kingdom.

Eskerod, P., & Jepsen, A. L. (2003). Manning Renewal Projects by Internal Advertising and Voluntary Enrolment. In R. Gareis, & M. Huemann (Eds.), Proceedings for the conference pm days‘03, Vienna, Austria.

Eskerod, P., & Blichfeldt, B. S. (2002). Managing Team Entries and Withdrawals during the Project Life Cycle. In M. Huemann (Ed.), Proceedings for the conference pm days'02, Vienna, Austria.

Eskerod, P., & Blichfeldt, B. S. (2002). Redefining the Role of the Project Owner/Sponsor in Product Development Projects. In J. R. Turner (Ed.), Proceedings for the IRNOP V conference, Renesse, Netherlands.

Blichfeldt, B. S., & Eskerod, P. (2001). Market Orientation and Management of Product Development Projects. In R. Gareis, & M. Huemann (Eds.), Proceedings for the EUROConference II, University of Economics and Business Administration, Vienna, Austria.

Eskerod, P. & Skriver, H. J. (2001). Creative ways to enhance knowledge transfer/learning between project managers. Proceedings for the IPMA International Symposium “Project Management Creativity” (pp. 169-183), Stockholm, Sweden.

Eskerod, P. (2000). Managing Virtual Projects in the Project-oriented Society. Proceedings for the EUROConference I, University of Economics and Business Administration, Vienna, Austria.

Damgaard, T. & Eskerod, P. (1998). Enhancing the Competencies in SME’s through Networking. Proceedings for the conference RENT XII: Research in Entrepreneurship and Small Business, Lyon, France.

Eskerod, P. & Östergren, K. (1998). Bureaucratizing Projects? On the Standardization Trend. Proceedings for the conference IRNOP III: The Nature and Role of Projects in the NEXT 20 Years: Research Issues and Problems, Calgary, Canada.

Eskerod, P. (1996). The Human Resource Allocation Process When Organizing by Projects. Proceedings for the conference IRNOP II: Aspects of Society and Business Organized by Projects, Paris, France.

Eskerod, P. (1994). Attitudes and Behaviour in a Multi-Project Environment. How Meaning and Action are Controlled by Metaphors in our Project World. Proceedings for the Austrian Project Management Day 1994, Vienna, Austria.

Eskerod, P. (1994). The Hidden Side of Project Orientation. Proceedings for INTERNET '94 12th World Congress (pp. 594-599), Oslo, Norway.

 

Other publications

Aagaard, A., Eskerod P., Knudsen, M.H., Madsen, J.K., Madsen, T.K., Petersen, B. & Rosenbaum, S.M. (2012). Collaboration and performance in Multi-Partner Projects: The case of engineering consultancies. Research methodology, University of Southern Denmark, Working papers in Marketing & Management, No. 32, ISSN 2245-7844 (73 pages)

Eskerod, P. & Jepsen, A.L. (2011). What Does the Project Stakeholder Value?, PM World Today, April, XIII(IV) (6 pages)

Riis, E. & Eskerod, P. (2010). How to Gain Value from a Project Management Model – a Case Study, web article, http://www.maxwideman.com/ (9 pages)

Eskerod, P. & Jepsen, A.L. (2004). Voluntary Enrolment – A Viable Way of Staffing Projects?, IME Working Paper No. 59/04, Department of Environmental and Business Economics, University of Southern Denmark

 

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