Employee Profile

Jan Terje Karlsen

Professor - Department of Leadership and Organizational Behaviour

Room number A3Y-004
Phone +4746410725
E-mail jan.t.karlsen@bi.no

Area of Expertise

Publications

Scientific publications In the media Other

Karlsen, Jan Terje; Balsvik, Erika & Rønnevik, Marie (2023)

A study of employees’ utilization of microlearning platforms in organizations

Learning Organization, 30(6), s. 760- 776. Doi: 10.1108/TLO-07-2022-0080

Purpose. 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. Design/methodology/approach. 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. Findings. 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. Originality/value. 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.

Solli-Sæther, Hans; Karlsen, Jan Terje & Slyngstad, Andrea Blindheim (2023)

Manufacturing backsourcing: a case study of a company's process framework

European Journal of International Management, 19(2), s. 177- 197. Doi: 10.1504/EJIM.2020.10021179 - Full text in research archive

The purpose of this study is to examine the backsourcing process. Based on previous research and lessons learned from a case study of a supplier of maritime equipment in a Scandinavian cluster, important drivers, activities and challenges related to the backsourcing process are identified. The key contribution of this research is the development of a stepwise model of how companies can backsource. It is a framework describing how companies can conduct the backsourcing process, which consists of four phases consisting of different objectives and activities. Moreover, three main challenges are identified, namely limitations in capacity, re-building knowledge, and adapting the backsourced product to the production site. In addition to filling a gap in the existing literature, the framework can also be used as an analytic tool to help managers deal with the decisions and challenges related to the backsourcing process.

Karlsen, Jan Terje; Gjøby, Ingeborg & Rismyhr, Ingeborg (2022)

A Study of Knowledge Transfer and Organizational Culture in Two Project-Intensive IT Organizations

International Journal of Information Technology Project Management, 13(1) Doi: 10.4018/IJITPM.304060

Facilitating knowledge transfer in organizations has proven to be challenging, and one of the most prominent obstacles for successful knowledge transfer is the organization’s culture. Therefore, the core objective of this study was to investigate how organizational culture affects the knowledge transfer process in project-intensive IT organizations. We conducted a multiple-case study with in-depth semi-structured interviews from two IT consultancy companies. We identified five main categories of factors within organizational culture that have a significant effect on knowledge transfer in project-intensive IT companies: organizational values, relationships and communication, leadership, project characteristics, and individual factors. The role of organizational values, cooperation, and leaders’ behavior are all crucial for successful knowledge transfer. Organizational values must support knowledge transfer. Cooperation creates the best environment for knowledge transfer, and leaders must be aware of their behavior.

Karlsen, Jan Terje; Pedersen, Anders Aaraas, Trautwein, Max Paul & Solli-Sæther, Hans Arthur (2022)

Understanding Agile Software Development Team Adaptation Processes

International Journal of Risk and Contingency Management, 11(1) Doi: 10.4018/IJRCM.290059

This study is about team adaptation from a continuous change perspective. The purpose was to investigate how agile software development teams in a Nordic financial institution adapt to task-based triggers. A single case study was conducted of three software development teams in a product unit reporting that they worked in agile ways. One of the main findings is that the agile software development teams sought to define tasks to be worked on individually. The adaptation triggers occurring during taskwork mainly prompt task-related interaction. In addition, the findings support that these adaptation triggers can either prompt small adjustments to taskwork or be more severe and move the focus to evaluation and planning activities before taskwork can be continued. We propose a model describing how agile software development teams adapt to task-based triggers based on the findings.

Karlsen, Jan Terje (2021)

The project steering committee, project governance and trust: insights from a practical case study

Management Research Review, 44(6) Doi: 10.1108/MRR-12-2019-0540

Abstract Purpose 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. Design/methodology/approach 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 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. Research limitations/implications 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. Practical implications 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. Originality/value 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.

Karlsen, Jan Terje; Solli-Sæther, Hans Arthur, Van Oorschot, Kim & Vaagaasar, Anne Live (2021)

Managing trust and control when offshoring information systems development projects by adjusting project goals

International Journal of Technology Management, 85(1), s. 42- 77. Doi: 10.1504/IJTM.2021.113693 - Full text in research archive

This article presents a study of two projects focusing on the relationships of two Nordic clients with suppliers in low-cost countries. It explores the interplay between trust and control when offshoring information systems development projects. The key insight reveals that trust is not a substitute for control, no matter its level. The paper offers several contributions. First, we build a conceptual model for exploring the relationship between trust and control and the role of actual project performance. Second, the study reveals that trust supports a team's willingness to share knowledge, and control facilitates its ability to do so. Furthermore, our analysis shows that the impact of trust and control on project performance is better managed through the adjustment of project goals instead of adjusting the levels of trust and control. Finally, we contribute to theory through the development of a causal model of trust, control, actual performance, and project goals.

Farid, Parinaz; Karlsen, Jan Terje & Torvatn, Tim Kristian Andreas (2021)

Project management in a public transformation change process

International Journal of Public Sector Performance Management, 8(3), s. 289- 303. Doi: 10.1504/IJPSPM.2021.118677 - Full text in research archive

The purpose of this paper is to investigate the applicability of project management as a tool and framework for managing a public transformation change process. The studied case concerns a large public merger project occurring between Trondheim and Klæbu municipalities in Norway. The results demonstrate that the Trondheim-Klæbu case effectively applied project management successfully as a tool for managing the change process. We found that basic project management practices from various knowledge areas were vital and employed in a systematic and integrated manner. We especially identify the importance of a fixed goal, a milestone and progress plan, and good communication with stakeholders.

Karlsen, Jan Terje & Berg, Morten Emil (2020)

Coaching leadership style: A learning process

International Journal of Knowledge and Learning, 13(4), s. 356- 368. Doi: 10.1504/IJKL.2020.111143

Karlsen, Jan Terje & Berg, Morten Emil (2020)

Styrkebasert ledelse: Hvordan ledere og medarbeidere kan identifisere, bruke og utvikle egne styrker

Magma forskning og viten, s. 94- 100.

Én strategi for å lykkes med ledelse er å utvikle egne og andres styrker. Eksempler på styrker er mot, kreativitet, selvdisiplin, emosjonell intelligens og optimisme. Bruk av personlige styrker kan gi belønninger i form av mer energi, motivasjon, mestring og mening. En betingelse for å kunne utvikle sine styrker er psykologisk trygghet. Psykologisk trygghet legger grunnlag for læring, utvikling og vekst. For å fremme en styrkebasert ledelse bør det også bygges en gi-kultur, der medlemmene hjelper hverandre til å lykkes. Et teoretisk fundament for styrkebasert ledelse er positiv psykologi. Hensikten med positiv psykologi er å få individ, gruppe og organisasjon til å blomstre. Dette vil medføre en personlig og skrittvis læreprosess, i samarbeid med andre, der intensjonen er å leve et godt og meningsfullt liv, samtidig som organisasjonens mål oppnås.

Karlsen, Jan Terje & Berg, Morten Emil (2020)

A study of the influence of project managers’ signature strengths on project team resilience

Team Performance Management, 26(3/4), s. 247- 262. Doi: 10.1108/TPM-12-2018-0081

This paper aims to study the influence of project managers’ signature strengths on project team resilience. Design/methodology/approach 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. Originality/value This study contributes to increased knowledge on signature strengths and team resilience.

Karlsen, Jan Terje; Farid, Parinaz & Torvatn, Tim Kristian Andreas (2020)

Project manager roles in a public change project: the case of a municipal merger

International Journal of Organization Theory and Behavior, 23(2), s. 155- 171. Doi: 10.1108/IJOTB-04-2019-0052

Purpose This paper investigates the emphasis placed on different managerial roles by the project manager in a public merger and change project. Design/methodology/approach 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. Findings 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. Research limitations/implications Future research should investigate other public merger and change projects so that these findings may be generalized. Practical implications 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. Originality/value 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.

Bahadorestani, Amir; Karlsen, Jan Terje & Farimani, Nasser Motahari (2020)

Novel Approach to Satisfying Stakeholders in Megaprojects: Balancing Mutual Values

Journal of Management in Engineering, 36(2) Doi: 10.1061/(ASCE)ME.1943-5479.0000734 - Full text in research archive

Stakeholder satisfaction in megaprojects has always been a critical concern in research and practice due to the dynamism, complexity, and uncertainty of the various relationships between the project and the stakeholder community. The most successful outcome for a megaproject would be achieved when it creates values fairly for stakeholder community to satisfy them. Therefore, due to the resource constraints, megaproject should create values for stakeholders proportional to the values that they put into it. This article proposes a framework for priority-setting in stakeholder engagement based on the balance of mutual value creation between the megaproject and stakeholder community. In this way, we developed an innovative and systematic approach by drawing on “stakeholder theory”, “value creation theory”, “expectation disconfirmation theory”, and “fuzzy set theory” while adopting from Data Envelopment Analysis (DEA) concepts. This study contributes to the theory and practice of engineering management by examining stakeholder engagement to satisfy them fairly in megaprojects. Particularly, this study categorises stakeholders based on the proportional of their salience to expectations to three main types: “Modest”, “Fair” and “Demanding”. This typology will provide a road map for managers to prioritise the responses to stakeholders’ expectations. Finally, we applied the proposed approach for a real-case of mega construction project (MCP).

Bahadorestani, Amir; Karlsen, Jan Terje & Nasser, Motahari Farimani (2019)

A comprehensive stakeholder typology model based on salience attributes in construction projects

Journal of construction engineering and management, 145(9) Doi: 10.1061/(ASCE)CO.1943-7862.0001684 - Full text in research archive

Karlsen, Jan Terje & Berg, Emil Morten (2018)

Selvledelse og superledelse: Å nå personlige og organisatoriske mål gjennom tillit, involvering og ansvar

Magma forskning og viten, 21(2), s. 68- 76. - Full text in research archive

Det er fristende å skylde på omgivelsene når noe går galt. Dette hindrer imidlertid personlig læring. Man ødelegger for seg selv. Den enkelte medarbeider bør i større grad ta ansvar for å lede seg selv. Dette kan gjøres ved å trene på å styre sine tanker, følelser og handlinger. Enkelte bedrifter, institusjoner og skoler er fremdeles preget av en ordre- og kontrolledelse. Det gir lite innovasjon og læring. Andre former for ledelse etterlyses. Superledelse er å lede medarbeidere til å lede seg selv. Selvledelse er å ta regi i eget liv. Dette kan gi økt innovasjon, trivsel, prestasjon og mening. Mange medarbeidere er lite bevisst på sin egen selvledelse. Årsaken kan være fastlåst tenkemåte, egosvekkelse, manglende fokus, lav mestringstro samt ytre kontrollplassering der man skylder på omgivelsene. Artikkelen utfordrer ledere til å prøve ut selvledelse og superledelse for å takle sine oppgaver og få egne erfaringer. Virkemidlene er blant annet å ha et realistisk menneskesyn, bruke en skrittvis læremetode, bygge en gi-kultur og utvikle psykologisk kapital. Som case i denne artikkelen brukes en leder som er dyktig til å lede sine medarbeidere til å lede seg selv.

van Oorschot, Kim; Solli-Sæther, Hans & Karlsen, Jan Terje (2018)

The knowledge protection paradox: imitation and innovation through knowledge sharing

International Journal of Technology Management, 78(4), s. 310- 342. Doi: 10.1504/IJTM.2018.095760

Western multinational corporations (MNCs) that want market access in China have to share knowledge with Chinese partners. This may expose them to imitation, so MNCs prefer to protect knowledge resulting in a strategic paradox: MNCs have to both share and protect knowledge. To analyse this paradox, we developed a theoretical conceptual model capturing the tensions and feedback cycles of this paradox. Next, based on data from the shipbuilding industry, a system dynamics model was developed to simulate the long-term effects of sharing and protecting strategies. The results indicate that protection is detrimental to long-term success, because it undercuts the trust of the Chinese supplier and irreparably reduces innovation rates. Knowledge protection thus reduces instead of increases the ability to share (new) knowledge in the future. A sharing strategy increases imitation, but also trust and knowledge sharing by the Chinese partner, such that it enhances the MNC's innovation rate and long-term performance.

Berg, Morten Emil & Karlsen, Jan Terje (2017)

Coachende lederstil: Å støtte og utfordre seg selv og sine medarbeidere til å lykkes

Magma forskning og viten, s. 50- 59.

Berg, Morten Emil & Karlsen, Jan Terje (2016)

A study of coaching leadership style practice in projects

Management Research Review, 39(9), s. 1122- 1142. Doi: 10.1108/MRR-07-2015-0157

Solli-Sæther, Hans; Karlsen, Jan Terje & van Oorschot, Kim (2015)

Strategic and cultural misalignment: Knowledge sharing barriers in project networks

Project Management Journal, 46(3), s. 49- 60. Doi: 10.1002/pmj.21501

Solli-Sæther, Hans & Karlsen, Jan Terje (2014)

Enablers and barriers of knowledge sharing for offshore outsourced ISD project: A case study

International Journal of Information Technology Project Management, 5(2), s. 44- 59. Doi: 10.4018/ijitpm.2014040104

Berg, Morten Emil & Karlsen, Jan Terje (2014)

How project managers can encourage and develop positive emotions in project teams

International Journal of Managing Projects in Business, 7(3), s. 449- 472. Doi: 10.1108/IJMPB-01-2013-0003

Karlsen, Jan Terje; Folke-Olsen, Odin & Torvatn, Tim (2013)

Project Risk Management: Use and Benefit of Various Tools

International Journal of Risk and Contingency Management, 2(4), s. 79- 101. Doi: 10.4018/ijrcm.2013100106

This study is about project risk management tools. The aim has been to identify which tools have the greatest potential for contribution to risk management processes in the Norwegian oil and gas industry, and which factors contribute to efficient risk management. Empirical data from the Norwegian industry have been gathered using a questionnaire. The results revealed strong relationships between project system complexity, average tool score and risk management contribution. Furthermore, the results of the analysis show that some of the previous recommendations of tools for project risk management may have been based on a restricted set of determinants. On the other hand, similarities are also found with previous research in terms of the highest ranked tools based on perceived contribution to the risk management performance. Compared to the previous findings, this study indicates that a new measure for project management performance is needed, and that the recommendation of tools based on the risk management contribution index may be flawed. Nevertheless, it is concluded that several of the recommended tools are of great value across industries.

Berg, Morten Emil & Karlsen, Jan Terje (2013)

Managing Stress in Projects Using Coaching Leadership Tools

Engineering Management Journal (EMJ), 25(4), s. 52- 61. Doi: 10.1080/10429247.2013.11431995

Berg, Morten Emil & Karlsen, Jan Terje (2012)

An evaluation of management training and coaching

Journal of Workplace Learning, 24(3), s. 177- 199. Doi: 10.1108/13665621211209267

Solli-Sæther, Hans & Karlsen, Jan Terje (2012)

Knowledge transfer in shipbuilding projects: a study of facilitating mechanisms

International Journal of Project Organisation and Management, 4(3), s. 256- 271. Doi: 10.1504/IJPOM.2012.048224

Villmo, Harald Brugaard; Torvatn, Tim Kristian Andreas & Karlsen, Jan Terje (2012)

Risk of Contract Growth and Opportunistic Behavior: A Comparison of Two Megaprojects

International Journal of Risk and Contingency Management, 1(3), s. 59- 74. Doi: 10.4018/ijrcm.2012070104

This paper explores the risk associated with contract growth and opportunistic behavior in contractors with a special focus on the management of changes and interfaces. The study compares two successful megaprojects, the Gudrun oil platform by Statoil in the North Sea and the ATLAS detector at CERN. The empirical data were obtained using in-depth interviews with key personnel at Statoil and CERN. The study makes three significant contributions to knowledge: (1) megaprojects can benefit from having a high level of staffing since management costs are relatively small compared to construction costs; (2) when part of the end design is left to contractors, the contractors are given an opening to act in an opportunistic manner, which can cause contract growth; and (3) when a high level of integration is performed in-house, companies can take an extreme cost-driven approach to contracting.

Karlsen, Jan Terje; Hagman, Line & Pedersen, Thomas (2011)

Intra-project transfer of knowledge in information systems development firms

Journal of Systems and Information Technology, 13(1), s. 66- 80. Doi: 10.1108/13287261111118359

Karlsen, Jan Terje (2011)

Supportive culture for efficient project uncertainty management

International Journal of Managing Projects in Business, 4(2), s. 240- 256. Doi: 10.1108/17538371111120225

Karlsen, Jan T. (2010)

Project owner involvement for information and knowledge sharing in uncertainty management

International Journal of Managing Projects in Business, 3(4), s. 642- 660.

Gottschalk, Petter & Karlsen, Jan T. (2009)

Entrepreneurship in organized crime: Career stages in gangs

International Journal of Innovation and Learning, 6(4), s. 448- 460.

Gottschalk, Petter & Karlsen, Jan T. (2009)

Is 'strategy' always strategy for police intelligence and analysis in Norway

International Journal of Innovation and Learning, 6(4), s. 438- 447.

Gottschalk, Petter & Karlsen, Jan T. (2009)

Knowledge management in law firm business

Journal of Small Business and Enterprise Development, 16(3), s. 432- 442.

Gottschalk, Petter; Holgersson, Stefan & Karlsen, Jan T. (2009)

How knowledge organizations work: The case of detectives

Learning Organization, 16(2), s. 88- 102.

Karlsen, Jan T.; Græe, Ketil & Massaoud, Mona Jensvold (2008)

Building Trust in Project - Stakeholder Relationships

Baltic Journal of Management, 3(1), s. 7- 22. Doi: 10.1108/17465260810844239

Gottschalk, Petter & Karlsen, Jan T. (2008)

How knowledge organizations work: the case of law firms

International Journal of Knowledge and Learning, 4(4), s. 349- 356.

Karlsen, Jan T.; Græe, Ketil & Massaoud, Mona Jensvold (2008)

The role of trust in project - stakeholder relationships: a study of a construction project

International Journal of Project Organisation and Management, 1(1), s. 105- 118.

Evensmo, Jan & Karlsen, Jan T. (2008)

Looking for the Source - Where Do Crash Costs Come From?

Cost Engineering, 50(7), s. 20- 23.

Gottschalk, Petter & Karlsen, Jan T. (2008)

Mobilisation of strategic Information Technology resources: the influence of knowledge sharing on Information Technology governance

International Journal of Business and Systems Research, 2(3), s. 227- 243.

Karlsen, Jan T. (2008)

Forming relationships with stakeholders in engineering projects

European Journal of Industrial Engineering, 2(1), s. 35- 49.

Berg, Morten Emil; Dean, Geoff, Gottschalk, Petter & Karlsen, Jan T. (2008)

Police management roles as determinants of knowledge sharing attitude in criminal investigations

International Journal of Public Sector Management, 21(3), s. 271- 284.

Karlsen, Jan T. (2008)

A Q-sort Study of Benefit Realization in IT Projects

International Journal of Business Information Systems, 3(4), s. 356- 373.

Berg, Morten Emil & Karlsen, Jan T. (2007)

Mental Models in Project Management Coaching

Engineering Management Journal (EMJ), 19(3), s. 31- 41.

Kolltveit, Bjørn Johs.; Karlsen, Jan T. & Grønhaug, Kjell (2007)

Perspectives on project management

International Journal of Project Management, 25(1), s. 3- 9.

This paper addresses perspectives underlying the project management litterature. Content analysis of selected textbooks and formal articles revealed that this litterature is primarly based on a few perspectives, and that the perspectives emphasized have changed over time. Today the leadership perspectives is the dominant one, while the task perspectives earlier was the most emphasized. The study also revealed growing application of the leadership and business perspectives.

Karlsen, Jan T.; Gottschalk, Petter, Gottschalk, Petter, Glomseth, Rune & Fahsing, Ivar Andre (2007)

Managing police investigation by projects

International Journal of Innovation and Learning, 4(4), s. 391- 410.

Glomseth, Rune; Gottschalk, Petter, Gottschalk, Petter & Karlsen, Jan T. (2007)

Leadership roles as determinants of criminal investigation performance: An empirical study of Norwegian police as value shop

International Journal of Management and Enterprise Development, 4(2), s. 128- 142.

Karlsen, Jan T.; Andersen, J., Berkely, S.L. & Ødegård, E. (2006)

An Empirical Study of Critical Success Factors in IT Projects

International Journal of Management and Enterprise Development, 3(4), s. 297- 311.

Gottschalk, Petter & Karlsen, Jan T. (2006)

Project Manager Roles in IT Outsourcing

Engineering Management Journal (EMJ), 18(1), s. 30- 36.

Karlsen, Jan T.; Andersen, J., Berkely, S.L. & Ødegård, E. (2005)

What characterizes successful IT projects?

International Journal of Information Technology and Decision Making, 4(4), s. 525- 540.

Karlsen, Jan T. & Lereim, Jon (2005)

Management of Project Contingency and Allowance

Cost Engineering, 47(9), s. 24- 29.

Gottschalk, Petter & Karlsen, Jan T. (2005)

A comparison of leadership roles in internal IT projects versus outsourcing projects

Industrial management & data systems, 105(9), s. 1137- 1149.

Karlsen, Jan T. & Gottschalk, Petter (2004)

Factors Affecting Knowledge Transfer in IT Projects

Engineering Management Journal (EMJ), 16(1), s. 3- 10.

Kolltveit, Bjørn Johs.; Karlsen, Jan T. & Grønhaug, Kjell (2004)

Exploiting opportunities in uncertainty during the early project phase

Journal of Management in Engineering, 20(4), s. 134- 140.

The early project phase is associated with uncertainty. In past literature on projects as well as in business, uncertainty (risk) is often conceived of as something unpleasant that should be avoided. This paper, in contrast, points at unexploited opportunities embedded in this uncertain early project phase. The key argument is that the profit potential of projects is inversely related to degree of uncertainty. A distinction is made between internal and external sources of uncertainty to capture the uncertainty profile of projects. Analysis of four large-scaled projects shows that choice of project strategy can alter dramatically a project's uncertainty profile and thus its profit potential. Implications for project management are highlighted.

Karlsen, Jan T. & Gottschalk, Petter (2003)

An Empirical Evaluation of Knowledge Transfer Mechanisms for IT Projects

Journal of Computer Information Systems, 44(1), s. 112- 119.

Karlsen, Jan T. (2002)

Project Stakeholder Management

Engineering Management Journal (EMJ), 14(4), s. 19- 24.

Karlsen, Jan T. & Gottschalk, Petter (2002)

Management Roles for Successful IT Projects

International Project Management Journal, 8(1), s. 7- 13.

Karlsen, Jan T.; Gottschalk, Petter & Andersen, Erling S. (2002)

External or Internal Focus? A Comparison of IT Executive and IT Project Manager Roles

Engineering Management Journal (EMJ), 14(2), s. 5- 11.

Berg, Morten Emil & Karlsen, Jan Terje (2018)

Vaksine mot maktsyke

Dagens næringsliv [Kronikk]

van Oorschot, Kim; Karlsen, Jan Terje & Solli-Sæther, Hans (2017)

Del kunnskapen med kineserne. Skal du lykkes i Kina, er det bedre å dele kunnskap enn å forsøke å beskytte den

Dagens næringsliv [Kronikk]

Karlsen, Jan Terje (2017)

Fem grunner til kostnadssprekk

Dagens næringsliv [Kronikk]

Karlsen, Jan Terje & Berg, Morten Emil (2016)

Læring trumfer prestasjon

Dagens næringsliv [Kronikk]

Karlsen, Jan Terje & Solli-Sæther, Hans (2016)

Krevende å flagge jobber hjem?

Dagens næringsliv [Kronikk]

Berg, Morten Emil & Karlsen, Jan Terje (2014)

Glede først

Dagens næringsliv [Kronikk]

van Oorschot, Kim; Solli-Sæther, Hans & Karlsen, Jan Terje (2014)

Lurt å dele kunnskap?

Sunnmørsposten [Kronikk]

Berg, Morten Emil & Karlsen, Jan Terje (2013)

Gi- eller ta-kultur?

Dagens næringsliv [Kronikk]

Karlsen, Jan Terje (2012)

Når prosjektene blir usikre

Ukeavisen ledelse [Kronikk]

Berg, Morten Emil & Karlsen, Jan Terje (2012)

Suksess-hjelp

Dagens næringsliv [Kronikk]

Karlsen, Jan Terje (2010)