Faculty Profile

Ralf Müller

Professor - Department of Leadership and Organizational Behaviour

Biography

Dr. Ralf Müller is Professor of Project Management at BI Norwegian Business School and their former Associate Dean for the BI-Fudan MBA programs in China. He holds adjunct professor appointments at Dalian University of Technology in China, and University of Technology Sydney. Governance roles he fullfills include member of the Senate at ISM University, Lithuania, Chair of the Advisory Board of the International Association of Project Management Officers, Board member of the Institute for Project Management at the University of Iceland, and Director of the Research Lab at the Europen School of Governance.

His research takes an organization-wide perspective. Since 2003 he has received a number of research grants from institutions like the Social Sciences and Humanities Research Council of Canada (SSHRC), the Natural Science Foundation of China (NSFC), the Project Management Institute (PMI) in the US and the Norwegian Center of Project Management. These studies addressed governance, leadership, and project management offices related topics and research-informed standards. Many of these studies were acknowledged through global research and lifetime achievement awards. The results of his research appeared in more than 250 publications. He is frequent speaker at global research conferences such as IRNOP (International Research Network for Organizing by Projects) and the European Academy of Management Conference, as well as practitioner conferences, such as those of NASA, PMI and IPMA.

Among the awards he received are the 2019 IPMA Global Research Award, 2019 Walt Lipke Award for Project Governance Excellence, 2019 Antura Lifetime Achievement Award, 2016 PMI Fellow of the Institute Award, the 2015 PMI Research (lifetime) Achievement Award, the 2012 IPMA Research Award, the 2009 Best Paper Award by the Project Management Journal, the 2011 Emerald Publishing Best Reviewer Award, and the 2011 AACSB Best Paper in Operations Management Award of the Academy of Business Research Conference, the 2010 Emerald Outstanding Paper Award, the 2010 Highly Commended Award Winner of the Emerald Literati Network Awards for Excellence, the IRNOP 2009 Best Conference Paper Award, the Emerald 2009 Outstanding Reviewer Award. Furthermore the Nimbas University 2005 Best Supervisor Award. His doctoral thesis was ranked by EDAMBA among the top eight best doctoral theses in business and management in 2003.

In the past, he was Professor of Business Administration at Umeå University, Sweden. Prior to joining the academic world, he spent 25 years in the industry. There he worked in 50+ different countries for the improvement of project management in large organizations and governments. He managed global IT projects and consulting organizations, for example, as worldwide Director of Project Management at NCR Teradata. Projects he worked on span from small up to US$ 4.7 billion. In these projects he worked closely with AT&T and Bell Laboratories, USA.

Ralf Müller received his Doctor of Business Administration (DBA) from Henley Management College / Brunel University, UK, and his MBA from Herriot-Watt University in Edinburgh, UK. He is Editor-in-Chief of the Project Management Journal and a member of the Editorial Review Board of several other academic journals, member of the Academy of Management, Project Management Institute (PMI), and the Consortium for Research on Emotional Intelligence in Organizations. He is a co-founder of PMI's first European Chapter in Frankfurt, Germany and co-founder of the Munich Chapter. He contributed to the PMI Standards for Organizational Project Management Maturity (OPM3), as well as Program and Portfolio Management.

Teaching areas
Ralf Müller lectures on leadership, organizational project management, project governance, program and portfolio management.

In addition he lectures research philosophy and design, research methodologies, case study research, as well as qualitative and quantitative analysis techniques at doctoral and Master level all over the World..


Publications

Müller, Ralf Josef; Sankaran, Shankar, Drouin, Nathalie, Vaagaasar, Anne Live, Bekker, Michiel C. & Jain, Karuna (2018)

A theory framework for balancing vertical and horizontal leadership in projects

International Journal of Project Management, 36(1), s. 83- 94. Doi: 10.1016/j.ijproman.2017.07.003 - Full text in research archive

This paper develops a framework for understanding the interaction between person-centered leadership by project managers (a.k.a. vertical leadership (VLS)) and team-centered leadership by individuals in the project team (a.k.a. horizontal leadership (HSL)). It builds on Archer's Realist Social Theory and its morphogenetic cycle, which describes the interaction of structure with agency for task fulfillment and the resulting reshaping (morphogenesis) or continuation (morphostasis) of structure for subsequent iterations of the cycle. Data were collected globally in 33 case studies with 166 interviews and analyzed using Alvesson's Constructing Mystery technique. A theory about the cycles and events that shape the interaction between VLS and HLS is developed, which includes events such as nomination, identification, selection, execution and governance, as well as transitioning. Managerial and theoretical implications are discussed.

Müller, Ralf; Zhai, Li & Wang, Anyu (2017)

Governance and governmentality in projects: Profiles and relationships with success

International Journal of Project Management, 35(3), s. 378- 392. Doi: 10.1016/j.ijproman.2017.01.007 - Full text in research archive

This study investigates the role of governance and governmentality in project and organizational success. Results from 121 responses to a worldwide survey provided for profiling of different governance and governmentality approaches at different levels of success, and quantitative investigation of the relationships between them. Results support the model of governmentality being positively related with both project level and organizational level success. Governance as structural context variable moderates this relationship. Moderation takes place at the project level through the governance mechanisms (trust and control) influencing the strength of the relationship, and at the organizational level through governance complexity, measured as the number of governance institutions involved in projects, influencing the form of the relationship. Contingency theory serves as a theoretical lens to interpret and discuss the findings, as well as theoretical and managerial implications.

Müller, Ralf; Pemsel, Sofia & Shao, Jingting (2015)

Organizational enablers for project governance and governmentality in project-based organziations

International Journal of Project Management, 33(4), s. 839- 851. Doi: 10.1016/j.ijproman.2014.07.008

Joslin, Robert & Müller, Ralf (2015)

New Insights into Project Management Research: A Natural Sciences Comparative

Project Management Journal, 46(2), s. 73- 89. Doi: 10.1002/pmj.21472

Li, Haoran (DUT); Zhao, Zhenzhi, Müller, Ralf Josef & Shao, Jingting (2020)

Exploring the relationship between leadership and followership of Chinese project managers

International Journal of Managing Projects in Business, 13(3), s. 616- 647. Doi: 10.1108/IJMPB-02-2019-0042

Followership is the free will recognition of leadership in the commitment toward realization of the collectively adopted organization vision and culture. The purpose of this paper is to identify the relationship between project managers’ leadership and their followership. Most project managers are both leaders and followers at the same time, but research typically investigates only their leadership. This ignores followership as an important aspect in understanding and predicting behavior, and further in the selection of project managers

Sun, Xiuxia; Zhu, Fangwei, Sun, Mouxuan, Müller, Ralf Josef & Yu, Miao (2020)

Facilitating ambidexterity of efficiency and flexibility in project-based organizations: An exploratory study of organizational antecedents

Project Management Journal

Vaagaasar, Anne Live; Müller, Ralf Josef & De Paoli, Donatella (2020)

Project managers adjust their leadership: to workspace and project type

International Journal of Managing Projects in Business, 13(2), s. 256- 276. Doi: 10.1108/IJMPB-05-2018-0098 - Full text in research archive

The purpose of this paper is to investigate the triadic relationship between project workspace (i.e. spatial context), project type and project manager’s leadership style. It develops the concept of leadership construct (i.e. mental models of leadership to predispose the way leadership is performed) to explain related preferences for workspace and behaviors.

Zhu, Fangwei; Wang, Linzhuo, Sun, Mouxuan, Sun, Xiuxia & Müller, Ralf Josef (2019)

Influencing factors of horizontal leaders' role identity in projects: A sequential mixed method approach

International Journal of Project Management, 37(4), s. 582- 598. Doi: 10.1016/j.ijproman.2019.02.006 - Full text in research archive

Horizontal leadership is temporary and often short-term compared with vertical leadership. Therefore, the role identity of horizontal leaders' is more difficult to be legitimated. In this study, we investigated how different factors interact and work in concert to influence horizontal leaders' role identity (hereafter, HLs' role identity). A sequential mixed method approach was chosen to conduct this research. Twenty-four interviews were analysed, and we identified eleven influencing factors associated with HLs' role identity. Subsequently, a sample of 150 questionnaires was analysed by using fuzzy-set qualitative comparative analysis (fsQCA) to ascertain the collective effect of different influencing factors on HLs' strong and weak role identities. The results showed that high job complexity, intrinsic rewards, self-efficacy and personal expectations were the necessary conditions for HLs' strong role identity. The lack of expectations of other team members was the only necessary condition that resulted in HLs' weak role identity. Based on the 13 configurations of HLs' strong and weak role identities that were obtained from this research, we formed an HLs' role identity model. It was found that the expectations of other project team members together with empowerment by project managers are the most common and effective ways to establish HLs' strong role identity. Through a comparison, experienced and less experienced team members take different paths towards a strong or weak role identity. The theoretical and managerial implications are discussed.

Müller, Ralf Josef; Drouin, Nathalie & Sankaran, Shankar (2019)

Organizational Project Management: Theory and Implementation

Edward Elgar Publishing.

Müller, Ralf Josef (2019)

Governance, governmentality and project performance: The role of sovereignty

International Journal of Information Systems and Project Management, 7(2), s. 5- 17. Doi: 10.12821/ijispm070201 - Full text in research archive

Considerable confusion prevails in the mutual positioning and relationship of concepts like management, leadership, governance and governmentality in projects. This article first develops a framework to distinguish these terms conceptually by use of Archer’s structure and human agency philosophy. This provides for clearer conceptualization and lesser redundancy in the use of terms. Then the interaction between governance and governmentality in the context of projectsis assessed, using a contingency theory perspective. This addresses long-standing questions about the nature of the impact of governance and governmentality on each other and on project and organizational performance. The results show that higher levels of project sovereignty (as a measure of governance), are associated with lower levels of authoritarian, but higher levels of neo-liberal governmentality, as well as higher levels of project and organizational performance. The article continues with a discussion of the theoretical implications from different perspectives of causality, which provides for different approaches to improve project performance through deliberate fine-tuning of governance and governmentality.

Müller, Ralf Josef; Drouin, Nathalie & Sankaran, Shankar (2019)

Modeling Organizational Project Management

Project Management Journal, 50(4), s. 499- 513. Doi: 10.1177/8756972819847876 - Full text in research archive

The contemporary discourse on organizational project management (OPM) complements project, program, and portfolio management with emerging elements, such as governance, projectification, the project management office (PMO), and organizational design. This creates the need for an integrated model that defines the content and roles in OPM. This article addresses this by conceptually developing a seven-layered model that organizes 22 OPM elements, ranging from the corporate level to the management of individual projects. A theory is developed to explain the interaction of the elements and the layers within the model.

Lin, Lin; Müller, Ralf Josef, Zhu, Fangwei & Liu, Hanwen (2019)

Choosing suitable project control modes to improve the knowledge integration under different uncertainties

International Journal of Project Management, 37(7), s. 896- 911. Doi: 10.1016/j.ijproman.2019.07.002 - Full text in research archive

This paper examines how to design project control modes to improve knowledge integration under different types of uncertainty. Uncertainty can be the precondition of project control choice, and it gives rise to the differing relations between project control (behavior, outcome, clan and self) and knowledge integration. We have conducted a multiple case study from the engineering, software, machinery and infrastructure industries, and examined the project controls design effectively dealing with high uncertainties. On the basis of control theory and knowledge-based theory, this article compares project control modes impact from the three knowledge integration dimensions of efficiency, scope and flexibility. Findings suggest that behavior control improves knowledge integration efficiency under uncertainty related to computational complexity, self-control improves knowledge integration efficiency under uncertainty related to project novelty, clan control enhances knowledge integration flexibility under uncertainty related to ambiguity of user requirements, outcome control enhances knowledge integration scope under uncertainty related to technological complexity. These findings are integrated into a model of the choice of project controls. Implications of these results are drawn, and directions for future research are suggested.

Zhu, Fangwei; Wang, Linzhuo, Yu, Miao, Müller, Ralf Josef & Sun, Xiuxia (2019)

Transformational leadership and project team members' silence: the mediating role of feeling trusted

International Journal of Managing Projects in Business, 12(4), s. 845- 868. Doi: 10.1108/IJMPB-04-2018-0090 - Full text in research archive

Silencing behavior among project team members (PTM) poses a potential threat to project results. Hence, breaking silence in projects is critical to motivate team members and beneficial for project outcomes. The purpose of this paper is to examine the relationship between transformational leadership (TL) of project manager (PM) and silence behavior of PTMs. It proposes a mediating role of feeling trusted (FT) to fill this gap by conducting an empirical research. A theoretical model was developed and a series of hypotheses were proposed based on existing literature. Then, regression analysis was conducted on a sample of 219 team members of a diverse set of projects in China. The paper empirically shows that TL of PM is significantly negatively related to team members’ defensive and prosocial silence (PS), but not with their acquiescence silence. In addition, the study also discovered that team members’ FT mediates the effects of TL on team members’ defensive and PS. This study contributed to the project management literature by showing that feeling trusted link the relationship between TL of PM and PTMs’ silence. The studies’ findings also contribute to the silence theory in project context through discussions of the rationale behind the main effects. Practical implication is provided for PMs that making the most of TL can reduce the silence of PTM, through building trusted feelings. The limitation to this study is the research setting regarding culture-related issues that focused only on projects in China. This research is one of the early studies that address the issue of silence behavior in project context, which is a contribution to the coordination and communication in project management.

Dwivedula, Ravi; Bredillet, Christophe & Müller, Ralf Josef (2018)

Work Motivation in Temporary Organizations: Establishing Theoretical Corpus

Management and organizational studies, 5(3), s. 29- 42. Doi: 10.5430/mos.v5n3p29

Dwivedula, Ravi; Bredillet, Christophe & Müller, Ralf Josef (2018)

Practopoietic lens to conceptualize temporary organizing

Singaporean Journal of Business Economics, and Management Studies, 6(8), s. 1- 11. Doi: 10.12816/0048621 - Full text in research archive

Yu, Miao; Vaagaasar, Anne Live, Müller, Ralf Josef, Wang, Linzhuo & Zhu, Fangwei (2018)

Empowerment: the key to horizontal leadership in project teams

International Journal of Project Management, 36(7), s. 992- 1006. Doi: 10.1016/j.ijproman.2018.04.003 - Full text in research archive

Leadership in projects can shift between the project manager (a.k.a. vertical leadership) and one or more team members (a.k.a. horizontal leadership). Our study examines the processes, dimensions, and conditions for empowerment of project team members to temporarily assume leadership of project processes. Twenty interviews were conducted in 10 organizations in China. Results show that empowerment for horizontal leadership is a 3-stage process, wherein the project manager takes justification perception and demand factors as essential conditions for his/her empowerment orientation, which in turn frames the announcement, acceptance, control, autonomy and future of horizontal leaders. Four categories of horizontal leaders were revealed, namely Deputies, Future Stars, Bench Players and Oysters. Managerial and theoretical implications are discussed.

Drouin, Nathalie; Müller, Ralf Josef, Sankaran, Shankar & Vaagaasar, Anne Live (2018)

Balancing vertical and horizontal leadership in projects: Empirical studies from Australia, Canada, Norway and Sweden

International Journal of Managing Projects in Business, 11(4), s. 986- 1006. Doi: 10.1108/IJMPB-01-2018-0002 - Full text in research archive

Purpose The purpose of this paper is twofold: to identify how horizontal leaders (within project teams) execute their leadership task in the context of balanced leadership; and to pinpoint scenarios that can occur when horizontal leaders are identified and empowered by the vertical leader (senior or project managers) and a project task is handed over to them to lead. This research is based on the concept of balanced leadership, which conceptualizes leadership as a dynamic, situation-dependent transition of leadership authority from a vertical leader (like a project manager) to a horizontal leader (a project team member) and back again, in order to contribute positively to a project’s success. Balanced leadership consists of five events (nomination, identification, empowerment, horizontal leadership and its governance, and transition). This paper focuses on the fourth event, and its specific aspect of leadership distribution between horizontal and vertical leader. This event begins when a team member(s) accepts the empowerment to assume the role of horizontal leader. This paper explicitly links the leadership style of the vertical leader based on Frame’s (1987) leadership styles and the nature of decisions taken by both the vertical and horizontal leaders to deliver the project. Design/methodology/approach The method used for this paper is the qualitative phase of a sequential mixed methods (qualitative-quantitative) study. Data were collected through case studies in four different countries, using a maximum variety sampling approach. Data collection was through interviews of vertical leaders (senior leaders who were often sponsors of projects or members of senior management or project managers) and horizontal leaders (team leaders or members) in a variety of industry sectors. Data analysis was done through initial coding and constant comparison to arrive at themes. Thematic analysis was used to gain knowledge about the split of leadership and decision-making authority between the horizontal and vertical leader(s). Findings The results show that for Canadian and Australian projects, a combination of autocratic and democratic leadership styles were used by vertical leaders. In the case of Scandinavian projects, a democratic leadership style has been observed. Linked to these leadership styles, the horizontal decision making is predominantly focused on technical decisions and to daily task decisions to deliver the project. Delegation occurs most of the time to one specific team member, but occasionally to several team members simultaneously, for them to work collaboratively on a given issue. Research limitations/implications The paper supports a deeper investigation into a leadership theory, by validating one particular event of the balanced leadership theory, which is based on Archer’s (1995) realist social theory. The findings from this paper will guide organizations to facilitate an effective approach to balancing the leadership roles between vertical and horizontal leaders in their projects. The findings can also be used to develop horizontal leaders to take up more responsibilities in projects. Originality/value The originality lies in the new leadership theory called balanced leadership, and its empirical validation. It is the first study on the leadership task distribution between vertical and horizontal leadership in projects. Its value is new insights, which allow practitioners to develop practices to find and empower the best possible leader at any given time in the project and academics to develop a more dynamic and, therefore, more realistic theory on leadership as it unfolds in projects.

Pilkienė, Margarita; Alonderienė, Raimonda, Chmieliauskas, Alfredas, Šimkonis, Saulius & Müller, Ralf Josef (2018)

The governance of horizontal leadership in projects

International Journal of Project Management, 36(7), s. 913- 924. Doi: 10.1016/j.ijproman.2018.06.002 - Full text in research archive

Using the framework of balanced leadership in projects, we explore how horizontal leadership is governed. Previous research in project governance has focused on control and trust as the main mechanisms of governance. We apply this approach to the leadership field and investigate the nature of governance of temporary horizontal leaders in projects through contextual enablers, mechanisms, structures, practices and process. We argue that control and trust unfolds in particular combinations of the above items. Based on a study of different projects in Lithuania, we provide insights and discuss characteristics of trust and control, as exercised in the governance of horizontal leadership.

Müller, Ralf Josef; Zhu, Fangwei, Sun, Xiuxia, Wang, Linzhuo & Yu, Miao (2018)

The identification of temporary horizontal leaders in projects: The case of China

International Journal of Project Management, 36(1), s. 95- 107. Doi: 10.1016/j.ijproman.2017.05.011 - Full text in research archive

Balanced leadership in projects describes the dynamic transition of leadership authority between the project manager and one or more team members. Within this concept, the present study investigates the context, criteria, and processes for identifying project team members as candidates for the role of horizontal leader. Five case studies, followed by validation interviews were conducted in China. Results show that structure and agency by the project manager set the context, wherein professionality, personality and attitudinal characteristics of team members are evaluated for identification. This is executed in two parallel processes, where the project manager evaluates, develops and assesses candidates, and the team members evaluate their situation, compete with others, develop their skills, and look for guidance from the project manager. Managerial and theoretical implications are discussed.

Müller, Ralf Josef; Sankaran, Shankar, Drouin, Nathalie, Vaagaasar, Anne Live, Bekker, Michiel C. & Jain, Karuna (2018)

A theory framework for balancing vertical and horizontal leadership in projects

International Journal of Project Management, 36(1), s. 83- 94. Doi: 10.1016/j.ijproman.2017.07.003 - Full text in research archive

This paper develops a framework for understanding the interaction between person-centered leadership by project managers (a.k.a. vertical leadership (VLS)) and team-centered leadership by individuals in the project team (a.k.a. horizontal leadership (HSL)). It builds on Archer's Realist Social Theory and its morphogenetic cycle, which describes the interaction of structure with agency for task fulfillment and the resulting reshaping (morphogenesis) or continuation (morphostasis) of structure for subsequent iterations of the cycle. Data were collected globally in 33 case studies with 166 interviews and analyzed using Alvesson's Constructing Mystery technique. A theory about the cycles and events that shape the interaction between VLS and HLS is developed, which includes events such as nomination, identification, selection, execution and governance, as well as transitioning. Managerial and theoretical implications are discussed.

Müller, Ralf Josef; Sankaran, Shankar, Drouin, Nathalie, Vaagaasar, Anne Live, Bekker, Michiel C. & Jain, Karuna (2018)

A theory framework for balancing vertical and horizontal leadership in projects

International Journal of Project Management, 36(1), s. 83- 94. Doi: 10.1016/j.ijproman.2017.07.003 - Full text in research archive

This paper develops a framework for understanding the interaction between person-centered leadership by project managers (a.k.a. vertical leadership (VLS)) and team-centered leadership by individuals in the project team (a.k.a. horizontal leadership (HSL)). It builds on Archer's Realist Social Theory and its morphogenetic cycle, which describes the interaction of structure with agency for task fulfillment and the resulting reshaping (morphogenesis) or continuation (morphostasis) of structure for subsequent iterations of the cycle. Data were collected globally in 33 case studies with 166 interviews and analyzed using Alvesson's Constructing Mystery technique. A theory about the cycles and events that shape the interaction between VLS and HLS is developed, which includes events such as nomination, identification, selection, execution and governance, as well as transitioning. Managerial and theoretical implications are discussed.

Drouin, Nathalie; Müller, Ralf & Sankaran, Shankar (2017)

The Nature of Organizational Project Management through the Lens of Integration

Sankaran, Shankar; Müller, Ralf & Drouin, Nathalie (red.). Cambridge Handbook of Organizational Project Management

Müller, Ralf; Packendorff, Johann & Sankaran, Shankar (2017)

Balanced Leadership: A New Perspective for Leadership in Organizational Project Management

Sankaran, Shankar; Müller, Ralf & Drouin, Nathalie (red.). Cambridge Handbook of Organizational Project Management

Turner, Rodney J. & Müller, Ralf (2017)

The Governance of Organizational Project Management

Sankaran, Shankar; Müller, Ralf & Drouin, Nathalie (red.). Cambridge Handbook of Organizational Project Management

Müller, Ralf; Zhai, Li & Wang, Anyu (2017)

Governance and governmentality in projects: Profiles and relationships with success

International Journal of Project Management, 35(3), s. 378- 392. Doi: 10.1016/j.ijproman.2017.01.007 - Full text in research archive

This study investigates the role of governance and governmentality in project and organizational success. Results from 121 responses to a worldwide survey provided for profiling of different governance and governmentality approaches at different levels of success, and quantitative investigation of the relationships between them. Results support the model of governmentality being positively related with both project level and organizational level success. Governance as structural context variable moderates this relationship. Moderation takes place at the project level through the governance mechanisms (trust and control) influencing the strength of the relationship, and at the organizational level through governance complexity, measured as the number of governance institutions involved in projects, influencing the form of the relationship. Contingency theory serves as a theoretical lens to interpret and discuss the findings, as well as theoretical and managerial implications.

Sankaran, Shankar; Müller, Ralf & Drouin, Nathalie (2017)

Cambridge Handbook of Organizational Project Management

Cambridge University Press.

Dwivedula, Ravi; Bredillet, Christophe & Müller, Ralf (2017)

Work Motivation in Temporary Organizations: A Review of Literature Grounded in Job Design Perspective

Benlamri, Rachid & Sparer, Michael (red.). Leadership, Innovation and Entrepreneurship as Driving Forces of the Global Economy - Proceedings of the 2016 International Conference on Leadership, Innovation and Entrepreneurship (ICLIE)

Müller, Ralf; Turner, Rodney J., Andersen, Erling S., Shao, Jingting & Kvalnes, Øyvind (2017)

Governance and Ethics in Temporary Organizations: The Mediating Role of Corporate Governance

Project Management Journal, 47(6), s. 7- 23. - Full text in research archive

Müller, Ralf; Zhai, Li & Wang, Anyu (2017)

Governance and governmentality in projects: Profiles and relationships with success

International Journal of Project Management, 35(3), s. 378- 392. Doi: 10.1016/j.ijproman.2017.01.007 - Full text in research archive

This study investigates the role of governance and governmentality in project and organizational success. Results from 121 responses to a worldwide survey provided for profiling of different governance and governmentality approaches at different levels of success, and quantitative investigation of the relationships between them. Results support the model of governmentality being positively related with both project level and organizational level success. Governance as structural context variable moderates this relationship. Moderation takes place at the project level through the governance mechanisms (trust and control) influencing the strength of the relationship, and at the organizational level through governance complexity, measured as the number of governance institutions involved in projects, influencing the form of the relationship. Contingency theory serves as a theoretical lens to interpret and discuss the findings, as well as theoretical and managerial implications.

Jia, Guangshe; Yan, Songyu, Wang, Wenjun, Müller, Ralf & Lin, Chen (2016)

An Empirical Study on the Generation Mechanism of NIMBY Conflicts of Construction Projects

Frontiers of Engineering Management (FEM), 3(1), s. 39- 49.

Müller, Ralf & Kvalnes, Øyvind (2016)

Project governance and project ethics

Müller, Ralf (red.). Governance and Governmentality for Projects: Enablers, Practices and Consequences

Müller, Ralf (2016)

Governance mechanisms in projects

Müller, Ralf (red.). Governance and Governmentality for Projects: Enablers, Practices and Consequences

Müller, Ralf (2016)

Private sector practices

Müller, Ralf (red.). Governance and Governmentality for Projects: Enablers, Practices and Consequences

Müller, Ralf (2016)

Strategic organizational enablers

Müller, Ralf (red.). Governance and Governmentality for Projects: Enablers, Practices and Consequences

Müller, Ralf (2016)

Tactical organizational enablers

Müller, Ralf (red.). Governance and Governmentality for Projects: Enablers, Practices and Consequences

Müller, Ralf; Andersen, Erling S., Klakegg, Ole Jonny & Volden, Gro Holst (2016)

Governance institutions

Müller, Ralf (red.). Governance and Governmentality for Projects: Enablers, Practices and Consequences

Müller, Ralf (2016)

Governance models and paradigms

Müller, Ralf (red.). Governance and Governmentality for Projects: Enablers, Practices and Consequences

Müller, Ralf (2016)

Governance theories

Müller, Ralf (red.). Governance and Governmentality for Projects: Enablers, Practices and Consequences

Müller, Ralf (2016)

Organizational project governance

Müller, Ralf (red.). Governance and Governmentality for Projects: Enablers, Practices and Consequences

Müller, Ralf (2016)

Introduction

Müller, Ralf (red.). Governance and Governmentality for Projects: Enablers, Practices and Consequences

Müller, Ralf (2016)

Governance and Governmentality for Projects: Enablers, Practices and Consequences

Routledge.

Joslin, Robert & Müller, Ralf (2016)

Identifying interesting project phenomena using philosophical and methodological triangulation

International Journal of Project Management, 34(6), s. 1043- 1056. Doi: 10.1016/j.ijproman.2016.05.005

Müller, Ralf; Zhai, Li, Wang, Anyu & Shao, Jingting (2016)

A framework for governance of projects: Governmentality, governance structure and projectification

International Journal of Project Management, 34(6), s. 957- 969. Doi: 10.1016/j.ijproman.2016.05.002

Müller, Ralf; Shao, Jingting & Pemsel, Sofia (2016)

Organizational Enablers for Project Governance

Project Management Institute.

Pemsel, Sofia; Müller, Ralf & Söderlund, Jonas (2016)

Knowledge governance strategies in project-based organizations

Long range planning, 49(6), s. 648- 660. Doi: 10.1016/j.lrp.2016.01.001

Joslin, Robert & Müller, Ralf (2016)

The Relationship between Project Governance and Project Success

International Journal of Project Management, 34(4), s. 613- 626. Doi: 10.1016/j.ijproman.2016.01.008

Joslin, Robert & Müller, Ralf (2016)

The Impact of Project Methodologies on Project Success in Different Project Environments

International Journal of Managing Projects in Business, 9(2), s. 364- 388. Doi: 10.1108/IJMPB-03-2015-0025

Dwivedula, Ravi; Bredillet, Christophe & Müller, Ralf (2016)

Personality and Work Motivation as Determinants of Project Success: The Mediating Role of Organizational and Professional Commitment

International Journal of Management Development, 1(3), s. 229- 245.

Joslin, Robert & Müller, Ralf (2015)

Relationships between a project management methodology and project success in different project governance contexts

International Journal of Project Management, 33(6), s. 1377- 1392. Doi: 10.1016/j.ijproman.2015.03.005

Müller, Ralf; Pemsel, Sofia & Shao, Jingting (2015)

Organizational enablers for project governance and governmentality in project-based organziations

International Journal of Project Management, 33(4), s. 839- 851. Doi: 10.1016/j.ijproman.2014.07.008

Tsaturyan, Tamara & Müller, Ralf (2015)

Integration and governance of multiple project management offices (PMOs) at large organizations

International Journal of Project Management, 33(5), s. 1098- 1110. Doi: 10.1016/j.ijproman.2015.01.003

Müller, Ralf & Martinsuo, Miia (2015)

The impact of relational norms on information technology project success and its moderation through project governance

International Journal of Managing Projects in Business, 8(1), s. 154- 176. Doi: 10.1108/IJMPB-04-2014-0036

Joslin, Robert & Müller, Ralf (2015)

New Insights into Project Management Research: A Natural Sciences Comparative

Project Management Journal, 46(2), s. 73- 89. Doi: 10.1002/pmj.21472

Müller, Ralf; Pemsel, Sofia & Shao, Jingting (2015)

Organizational enablers for project governance and governmentality in project-based organziations

International Journal of Project Management, 33(4), s. 839- 851. Doi: 10.1016/j.ijproman.2014.07.008

Joslin, Robert & Müller, Ralf (2015)

New Insights into Project Management Research: A Natural Sciences Comparative

Project Management Journal, 46(2), s. 73- 89. Doi: 10.1002/pmj.21472

Müller, Ralf (2014)

Ethics and Governance in the Temporary Organization

Klimoski, Richard J.; Dugan, Beverly, Messikomer, Carla & Chiocchio, Francois (red.). Advancing Human Resource Project Management

Müller, Ralf & Lecoeuvre, Laurence (2014)

Operationalizing governance categories of projects

International Journal of Project Management, 32(8), s. 1346- 1357. Doi: 10.1016/j.ijproman.2014.04.005

Müller, Ralf; Pemsel, Sofia & Shao, Jingting (2014)

Organizational enablers for governance and governmentality of projects: A literature review

International Journal of Project Management, 32(8), s. 1309- 1320. Doi: 10.1016/j.ijproman.2014.03.007

Pemsel, Sofia; Wiewiora, Anna, Müller, Ralf, Aubry, Monique & Brown, K. (2014)

A conceptualization of knowledge governance in project-based organizations

International Journal of Project Management, 32(8), s. 1411- 1422. Doi: 10.1016/j.ijproman.2014.01.010

Müller, Ralf; Turner, Rodney, Andersen, Erling S., Shao, Jingting & Kvalnes, Øyvind (2014)

Ethics, Trust, and Governance in Temporary Organziations

Project Management Journal, 45(4), s. 39- 54. Doi: 10.1002/pmj.21432

Müller, Ralf (2014)

The Governance of Projects and Project Management

Turner, Rodney J. (red.). Gower Handbook of Project Management

Drouin, Nathalie; Müller, Ralf & Sankaran, Shankar (2013)

Novel Approaches to Organizational Project Management Research

Copenhagen Business School Press.

Gyawali, P; Tao, Y & Müller, Ralf (2013)

Project Control Mechanisms in Non-Project-Based Organizations in Asia

International Journal of Project Organisation and Management, 5(4), s. 312- 333. Doi: 10.1504/IJPOM.2013.058380 - Full text in research archive

Drouin, Nathalie; Müller, Ralf & Sankaran, Shankar (2013)

Novel Approaches to Organizational Project Management Research: Translational and Transformational

Copenhagen Business School Press.

Dwivedula, Ravi; Bredillet, Christophe & Müller, Ralf (2013)

Work motivation as a determinant of organisational and professional commitment in temporary organisations: theoretical lenses and propositions

The Journal of Project, Program and Portfolio Management, 4(1), s. 11- 29.

Müller, Ralf; Andersen, Erling S., Kvalnes, Øyvind, Shao, Jingting, Sankaran, Shankar, Turner, Rodney, Biesenthal, Christopher, Walker, Derek H.T. & Gudergan, Siegfried (2013)

The Interrelationship of Governance,Trust, and Ethics in Temporary Organizations

Project Management Journal, 44(4), s. 26- 44. Doi: 10.1002/pmj.21350 - Full text in research archive

Müller, Ralf & Joslin, Robert (2013)

A Natural Sciences Comparative to Develop New Insights for Project Management Research: Genotyping and Phenotyping

Drouin, Nathalie; Müller, Ralf & Sankaran, Shankar (red.). Novel Approaches to Organizational Project Management Research: Translational and Transformational

Müller, Ralf & Shao, Jingting (2013)

A Model of the Dynamics in Theory Development

Drouin, Nathalie; Müller, Ralf & Sankaran, Shankar (red.). Novel Approaches to Organizational Project Management Research: Translational and Transformational

Drouin, Nathalie; Müller, Ralf & Sankaran, Shankar (2013)

Novel Approaches to Organizational Project Management Research: Translational and Transformational

Copenhagen Business School Press.

Müller, Ralf; Glückler, Johannes, Aubry, Monique & Shao, Jingting (2013)

Project Management Knowledge Flows in Networks of Project Managers and Project Management Offices: A Case Study in the Pharmaceutical Industry

Project Management Journal, 44(2), s. 4- 19. Doi: 10.1002/pmj.21326

Müller, Ralf; Glückler, Johannes & Aubry, Monique (2013)

A Relational Typology of Project Management Offices

Project Management Journal, 44(1), s. 59- 76. Doi: 10.1002/pmj.21321 - Full text in research archive

Dwivedula, Ravi; Bredillet, Christophe & Müller, Ralf (2012)

The Relation between Work Motivation and Project Management Success in case of Temporary Organizations: Theoretical Lenses

Valentine, Randall (red.). Academy of Business Research Journal

Müller, Ralf & Jugdev, Kam (2012)

Critical success factors in projects: Pinto, Slevin, and Prescott - the elucidation of project success

International Journal of Managing Projects in Business, 5(4), s. 757- 775. Doi: 10.1108/17538371211269040

Eweje, John; Turner, Rodney & Müller, Ralf (2012)

Maximizing strategic value from megaprojects: The influence of information-feed on decision-making by the project manager

International Journal of Project Management, 30(6), s. 639- 651. Doi: 10.1016/j.ijproman.2012.01.004

Pemsel, Sofia & Müller, Ralf (2012)

The governance of knowledge in project-based organizations

International Journal of Project Management, 30(8), s. 865- 876. Doi: 10.1016/j.ijproman.2012.02.002 - Full text in research archive

Aubry, Monique; Müller, Ralf & Glückler, Johannes (2012)

Governance and Communities of PMOs

Project Management Institute.

Shao, Jingting; Müller, Ralf & Turner, Rodney J. (2012)

Measuring program success

Project Management Journal, 43(1), s. 37- 49. Doi: 10.1002/pmj.20286 - Full text in research archive

Biedenbach, Thomas & Müller, Ralf (2012)

Absorptive, innovative and adaptive capabilities and their impact on project and project portfolio performance

International Journal of Project Management, 30(5), s. 621- 635. Doi: 10.1016/j.ijproman.2012.01.016 - Full text in research archive

Müller, Ralf; Geraldi, Joana & Turner, Rodney J. (2012)

Relationships between Leadership and Success in Different Types of Project Complexities

IEEE transactions on engineering management, 59(1), s. 77- 90. Doi: 10.1109/TEM.2011.2114350 - Full text in research archive

Müller, Ralf (2011)

Project Governance

Morris, Peter W. G.; Pinto, Jeffrey K. & Søderlund, Jonas (red.). The Oxford handbook of project management

Biedenbach, Thomas & Müller, Ralf (2011)

Paradigms in Project Management Research: Examples from 15 Years of IRNOP Conferences

International Journal of Managing Projects in Business, 4(1), s. 82- 104. Doi: 10.1108/17538371111096908

Shao, Jingting & Müller, Ralf (2011)

The development of constructs of program context and program success: A qualitative study

International Journal of Project Management, 29(8), s. 947- 959. Doi: 10.1016/j.ijproman.2011.02.003

Müller, Ralf (2011)

Xiang mu zhi li

China Publishing House of Electronics Industry.

Project Governance

Butt, Majid; Kansanen, Kimmo & Müller, Ralf (2011)

Individual Packet Deadline Constrained Opportunistic Scheduling For a Multiuser System

IEEE Vehicular Technology Conference (VTC) Proceedings Doi: 10.1109/VETECS.2011.5956222

Aubry, Monique; Müller, Ralf & Glückler, Johannes (2011)

Exploring PMOs Through Community of Practice Theory

Project Management Journal, 42(5), s. 42- 56. Doi: 10.1002/pmj.20259 - Full text in research archive

Müller, Ralf & Turner, RJ (2010)

Project-oriented leadership

Gower Publishing Ltd..

Müller, Ralf & Turner, Rodney J. (2010)

Leadership competency profiles of successful project managers

International Journal of Project Management, 28, s. 437- 448.

Müller, Ralf & Turner, Rodney J. (2010)

Attitudes and leadership competences for project success

Baltic Journal of Management, 5(3), s. 307- 329.

Aubry, Monique; Hobbs, Brian, Müller, Ralf & Blomquist, Tomas (2010)

Identifying Forces Driving PMO Changes

Project Management Journal, 41(4), s. 30- 45. Doi: 10.1002/pmj.20191

Abril, Raul M. & Müller, Ralf (2009)

Lessons Learned as Organizational Project Memories

Girard, John P. (red.). Building organizational memories : will you know what you knew?

Müller, Ralf (2009)

Leadership in technology project management

Kidd, Terry T. (red.). Handbook of research on technology project management, planning, and operations

Turner, J. R.; Müller, Ralf & Dulewicz, Vic (2009)

Comparing the leadership styles of functional and project managers

International Journal of Managing Projects in Business, 2(2), s. 198- 216.

Bains, Robert; Müller, Ralf & Kalis, Antonis (2009)

Link Performance of an ESPAR-Antenna Array in Rich Scattering and Clustered Channels

Wireless personal communications, 50(1), s. 45- 56. Doi: 10.1007/s11277-008-9544-8

Müller, Ralf; Martinsuo, Miia & Blomquist, Tomas (2008)

Project Portfolio Control and Portfolio Management Performance in Different Contexts

Project Management Journal, 39(3), s. 28- 42.

Müller, Ralf Josef & Turner, Rodney (2007)

Matching the Project Manager's Leadership Style to Project Type

International Journal of Project Management, 25(1), s. 21- 32.

Andersson,, Annika & Müller, Ralf Josef (2007)

Containing Transaction Costs in ERP Implementation through Identification of Strategic Learning Projects

Project Management Journal, 38(2), s. 84- 92.

Müller, Ralf Josef & Turner, Rodney (2007)

The Influence of Project Managers on Project Success Criteria and Project Success by Type of Project

European Management Journal, 25(4), s. 289- 309.

Blomquist, Tomas & Müller, Ralf Josef (2006)

Practices, Roles and Responsibilities of Middle Managers in Program and Portfolio Management

Project Management Journal, 37(1), s. 52- 66.

Jugdev, Kam & Müller, Ralf Josef (2006)

A retrospective look at our evolving understanding of project success

IEEE Engineering Management Review, 34(3), s. 110- 127.

Müller, Ralf Josef & Turner, Rodney (2005)

The Impact of Principal-Agent Relationship and Contract Type on Communication between Project Owner and Manager

International Journal of Project Management, 23(5), s. 398- 403.

Turner, Rodney & Müller, Ralf Josef (2005)

The Project Manager’s Leadership Style as a Success Factor on Projects: A Literature Review

Project Management Journal, 36(2), s. 49- 51.

Jugdev, Kam & Müller, Ralf Josef (2005)

A Retrospective Look at Our Evolving Understanding of Project Success

Project Management Journal, 36(4), s. 19- 31.

Turner, Rodney & Müller, Ralf Josef (2004)

Communication and Cooperation on Projects between the Project Owner as Principal and the Project Manager as Agent

European Management Journal, 21(3), s. 327- 338.

Turner, Rodney & Müller, Ralf Josef (2003)

On the Nature of the Project as a Temporary Organization

International Journal of Project Management, 21(1), s. 1- 7.

Müller, Ralf Josef (2003)

Determinants for External Communications of IT Project Managers

International Journal of Project Management, 21(5), s. 345- 354.

Müller, Ralf Josef & Turner, Rodney (2001)

The impact of performance in project management knowledge areas on earned value results in information technology projects

Project Management, 7(1), s. 44- 51.

Müller, Ralf Josef (2019)

Soft Skills should be in the Center of PM: Interview with Ralf Müller

PM World Journal, vol. VIII, issue 1 [Fagblad]

Müller, Ralf (2017)

Governance and PMOs

Webinar [Internett]

Konstantinou, Efrosyni & Müller, Ralf (2016)

On the role of philosophy in project management

PMI Frankfurt Chapter Newsletter [Fagblad]

Klein, Gary & Müller, Ralf Josef (1)

Literature Review Expectations of Project Management Journal

Project Management Journal [Kronikk]

Klein, Gary & Müller, Ralf Josef (1)

Quantitative Research Submissions to Project Management Journal?

Project Management Journal [Kronikk]

Müller, Ralf Josef & Klein, Gary (1)

Qualitative Research Submissions to Project Management Journal®

Project Management Journal [Kronikk]

Müller, Ralf Josef & Klein, Gary (1)

What Constitutes a Contemporary Contribution to Project Management Journal?

Project Management Journal [Kronikk]

Müller, Ralf Josef & Klein, Gary (1)

Introducing the Editorial Board and Future Special Issues

Project Management Journal [Kronikk]

Müller, Ralf Josef & Klein, Gary (1)

From the Editors-in-Chief: Project Management Journal Changes

Project Management Journal [Kronikk]

Huemann, Martina; Keegan, A & Müller, Ralf Josef (1)

Essays in honour of J Rodney Turner: A Festschrift

International Journal of Project Management [Kronikk]

Konstantinou, Efrosyni & Müller, Ralf (1)

The role of philosophy in project management

Project Management Journal [Kronikk]

Müller, Ralf (1)

The Migration of Methodologies for Project Management Research

Project Management Journal [Kronikk]

Müller, Ralf & Söderlund, Jonas (1)

Innovative approaches in project management research

International Journal of Project Management [Kronikk]

Müller, Ralf (1)

Ethics in Project Management

International Journal of Managing Projects in Business [Kronikk]

Söderlund, Jonas & Müller, Ralf (1)

Project Management and Organization Theory: IRNOP Meets PMJ

Project Management Journal [Kronikk]

Müller, Ralf Josef (2019)

Enhancing Project Management Research Capabilities: Research Methods in Project Management

[Academic lecture]. Seminar.

Müller, Ralf Josef (2019)

Horizontal Leadership and Balanced Leadership in Projects

[Academic lecture]. Public lecture.

Müller, Ralf Josef (2019)

The future of governance and leadership

[Academic lecture]. Annual conference.

Müller, Ralf Josef (2019)

Balanced Leadership in Projects

[Academic lecture]. IPMA Research Conference.

Müller, Ralf Josef (2019)

A Model for Organizational Project Management

[Academic lecture]. Public lecture.

Müller, Ralf Josef (2019)

A Model for Organizational Project Management

[Academic lecture]. Antura Day.

Müller, Ralf Josef; Sankaran, Shankar & Drouin, Nathalie (2019)

Balanced Leadership: A Leadership for Projects

[Popular scientific article]. Project Management Review, 1(1), s. 85- 90.

Sankaran, Shankar; Müller, Ralf Josef & Drouin, Nathalie (2019)

A model for organizational project management and its validation

[Academic lecture]. Project Governance and Control Symposium.

Sankaran, Shankar; Müller, Ralf Josef & Drouin, Nathalie (2019)

Developing actionable knowledge and leadership theory in project management through a collaborative research project

[Academic lecture]. European Academy of Management Conference.

Sankaran, Shankar; Müller, Ralf Josef & Drouin, Nathalie (2019)

A model for organizational project management and its validation

[Article in business/trade/industry journal]. Project Governance and Controls Annual Review, 2(1), s. 5- 20.

Iftikhar, Rehab & Müller, Ralf Josef (2019)

Taxonomy among triplets: Opening the black box

[Article in business/trade/industry journal]. International Journal of Management (IJM)

Müller, Ralf Josef (2018)

Perspectives on Governance

[Academic lecture]. Dalian University of Technology - Public lecture.

Müller, Ralf Josef (2018)

Perspectives on Governance

[Academic lecture]. ProjMan Conference.

Müller, Ralf Josef (2018)

Future Project Governance and Leadership

[Academic lecture]. Annual Conference of the Project Management Association of Iceland.

Müller, Ralf Josef (2018)

Balancing Person-centric and Team-centric Leadership in Projects

[Academic lecture]. EDEN Conference.

Bucero, Alfonso & Müller, Ralf Josef (2018)

Factor for project success: Building upper management support

[Academic lecture]. IRNOP XIV.

Zhu, Fangwei; Wang, Linzhuo, Yu, Miao, Wang, Xinnan & Müller, Ralf Josef (2018)

Knowledge Governance in Project-based Organizations: A systematic literature review

[Academic lecture]. IRNOP XIV.

Müller, Ralf Josef; Drouin, Nathalie & Sankaran, Shankar (2018)

A Model for Organizational Project Management (OPM)

[Academic lecture]. IRNOP XIV.

Müller, Ralf Josef & Gemünden, Hans Georg (2018)

Governance und Governmentality: Das Yin und Yang der Steuerung in projektbasierten Organisationen

[Article in business/trade/industry journal]. Zeitschrift für Führung und Organisation, 87(5), s. 309- 313.

Governance ist zu einem beliebten Thema in projektbasierten Organisationen geworden. Als eigenständiges Strukturkonzept konzeptualisiert es jedoch die Lenkung von Organisationen nur unzureichend, weil eine ausgleichende menschliche Dimension benötigt wird, damit der Wert dieses Konzepts erzielt werden kann.

Müller, Ralf Josef; Drouin, Nathalie & Sankaran, Shankar (2018)

Governance of Organizational Project Management and Megaprojects using the Viable Governance Model

[Academic lecture]. Annual Meeting of the International Society for the Systems Sciences.

Müller, Ralf Josef (2018)

Balancing Person-Centric and Team-Centric Leadership in Projects

[Academic lecture]. Public lecture.

Müller, Ralf Josef; Sankaran, Shankar & Drouin, Nathalie (2018)

Horizontal Leadership’s Influence on Project Success and the Role of the Cognitive Space

[Academic lecture]. EURAM Conference.

Müller, Ralf Josef; Drouin, Nathalie & Sankaran, Shankar (2018)

Balancing Person-Centric and Team-Centric Leadership in Projects

[Report]. Project Management Institute.

Müller, Ralf (2017)

Governance and Governmentality for Projects: Enablers, practices and consequences

[Academic lecture]. Invited guest lecture.

Müller, Ralf (2017)

Governance and Governmentality for Projects

[Academic lecture]. Invited guest lecture.

Müller, Ralf (2017)

Leadership in Projects: From Personalities to Processes

[Academic lecture]. Invited guest lecture.

Müller, Ralf (2017)

Balanced Leadership in Projects

[Academic lecture]. Invited guest lecture.

Roden, Eileen; Joslin, Robert & Müller, Ralf (2017)

PMO Principles

[Popular scientific book]. IPMO Advisory AG.

Konstantinou, Efrosyni & Müller, Ralf (2017)

On nobles and slaves: readings from Nietzsche in the business world

[Academic lecture]. Philosophy of Management Conference.

Iftikhar, Rehab & Müller, Ralf (2017)

Crises and coping strategies in megaprojects: The case of the Islamabad-Rawalpindi Metro Bus project in Pakistan

[Academic lecture]. EURAM 2017 Conference.

Dwivedula, Ravi; Bredillet, Christophe & Müller, Ralf (2017)

Practopoietic Lens to Conceptualize Temporary Organizing

[Academic lecture]. IRNOP 2017 Conference.

Sun, Xiuxia; Zhu, Fangwei, Sun, Mouxuan, Müller, Ralf & Yu, Miao (2017)

Dynamic equilibrium of efficiency and flexibility in project-oriented organizations: An exploratory study of organizational antecedents

[Academic lecture]. IRNOP 2017 Conference.

Drouin, Nathalie; Müller, Ralf, Sankaran, Shankar, Vaagaasar, Anne Live, Nikolova, Natalia & Jain, Karuna (2017)

Balanced leadership in projects: The concept of socio-cognitive space to support the building of organizational capabilities. The "Project Hat"

[Academic lecture]. IRNOP 2017 Conference.

Müller, Ralf; Zhu, Fangwei, Sun, Xiuxia, Wang, Linzhuo & Yu, Miao (2017)

The identification of temporary horizontal leaders in projects: The case of China

[Academic lecture]. IRNOP 2017 Conference.

Müller, Ralf; Sankaran, Shankar, Drouin, Nathalie, Vaagaasar, Anne Live, Bekker, M & Jain, Karuna (2017)

A theory framework for balancing vertical and horizontal leadership in projects

[Academic lecture]. IRNOP 2017.

Müller, Ralf (2017)

Leadership in Projects. Personalities and Approaches

[Academic lecture]. PROLOG Conference.

Müller, Ralf; Sankaran, Shankar & Drouin, Nathalie (2017)

Conclusions

Sankaran, Shankar; Müller, Ralf & Drouin, Nathalie (red.). Cambridge Handbook of Organizational Project Management

Agarwal, Upasna A.; Dixit, Vijaya, Jain, Karuna, Sankaran, Shankar, Nikolova, Natalia, Müller, Ralf & Drouin, Nathalie (2017)

Exploring Vertical and Horizontal Leadership in Project: A comparison of Indian and Australian

[Academic lecture]. Project Management Research & Academic Conference 2017.

Konstantinou, Efrosyni & Müller, Ralf (2016)

Thinking about the role of philosophy in project management

[Academic lecture]. British Academy of Management Conference (BAM2016).

Drouin, Nathalie; Sankaran, Shankar & Müller, Ralf (2016)

The nature of organizational project management and its role as an organizational capability

[Academic lecture]. European Academy of Management Conference (EURAM).

Müller, Ralf; Nikolova, Natalia, Sankaran, Shankar, Zhu, Fangwei, Xu, Xiaohang, Vaagaasar, Anne Live & Drouin, Nathalie (2016)

Leading Projects by Balancing Vertical and Horizontal Leadership –International Case Studies

[Academic lecture]. European Academy of Management Conference (EURAM).

Müller, Ralf; Zhai, Li & Wang, Anyu (2016)

A Framework for Governance in the Realm of Projects

[Academic lecture]. European Academy of Management Conference (EURAM).

Dwivedula, Ravi; Bredillet, Christophe & Müller, Ralf (2016)

Work Motivation in Temporary Organizations: A Review of Literature grounded in Job Design Perspective

[Academic lecture]. International Conference on Leadership Innovation and Entrepreneurship.

Müller, Ralf; Vaagaasar, Anne Live, Nikolova, Natalia, Sankaran, Shankar & Drouin, Nathalie (2015)

The socio-cognitive space for linking horizontal and vertical leadership

[Academic lecture]. APROS EGOS Conference.

Dwivedula, Ravi; Bredillet, Christophe & Müller, Ralf (2015)

Towards an Understanding of Work Motivation in Temporary Organizations

[Article in business/trade/industry journal]. PM World Journal, 4(9)

Müller, Ralf (2015)

Mystery Construction - A reflection on the use of a contemporary theory development method

[Academic lecture]. EDEN Doctoral Workshop.

Müller, Ralf (2015)

A Model of the Dynamics in Theory Development

[Academic lecture]. EDEN Doctoral Workshop.

Müller, Ralf; Turner, J. R., Andersen, Erling S., Shao, Jingting & Kvalnes, Øyvind (2015)

Governance and ethics in temporary organizations: how corporate governance influences the temporary organization

[Academic lecture]. IRNOP Conference (International Research Network for Organizing by Projects).

Jia, Guangshe; Aubry, Monique, Müller, Ralf, Mou, Qiang, Liu, Yang, Huang, Qinli, Wang, Xueying, Yan, Songyu & Brunet, Maude (2015)

The impact of sociological context on the early phases and the role of the PMO as a coordination mechanism: learning from construction megaprojects in China

[Academic lecture]. IRNOP Conference (International Research Network for Organizing by Projects).

Haghshenas, Anoosheh & Müller, Ralf (2015)

Emotional Intelligence and Organizational Resilience

[Academic lecture]. European Academy of Management (EURAM) Conference.

Joslin, Robert & Müller, Ralf (2015)

Using philosophical and methodological triangulation to identify interesting phenomena

[Academic lecture]. European Academy of Management (EURAM) Conference.

Dwivedula, Ravi; Bredillet, Christophe & Müller, Ralf (2015)

Towards an Understanding of Work Motivation in Temporary Organizations

[Academic lecture]. Project Management Symposium.

Müller, Ralf & Turner, Rodney J. (2015)

Leadership success of project managers

[Article in business/trade/industry journal]. PM Watch, 2(1), s. 16- 20.

Joslin, Robert & Müller, Ralf (2014)

The impact of project methodologies on project success in different context

[Academic lecture]. PMI Research & Education Conference.

Pemsel, Sofia; Müller, Ralf & Shao, Jingting (2014)

Organizational enablers in project-based organizations: the case of project governance and governmentality

[Academic lecture]. PMI Research & Education Conference.

Müller, Ralf; Turner, Rodney J., Andersen, Erling S., Shao, Jingting & Kvalnes, Øyvind (2014)

Governance, trust and ethics in temporary organizations: how corporate governance influences the temporary organization

[Academic lecture]. EGOS Colloquium.

Medina, Alicia; Müller, Ralf & Turner, Rodney J. (2014)

Investigating the factors that cause the struggles that project managers and functional managers have in matrix organizations

[Academic lecture]. EURAM 2014.

Joslin, Robert & Müller, Ralf (2014)

New Insights into Project Management Research: A Natural Sciences Comparative

[Academic lecture]. EURAM 2014.

Müller, Ralf & Turner, Rodney J. (2014)

Project-oriented Leadership

Dalcher, Darren (red.). Advances in Project Management

Müller, Ralf (2014)

Project Governance

Dalcher, Darren (red.). Advances in Project Management

Dwivedula, Ravi; Bredillet, Christophe & Müller, Ralf (2014)

Personality and Work Motivation as Determinants of Project Success: The Mediating Role of Organizational and Professional Commitment

[Academic lecture]. Abu Dhabi University Annual Research Conference.

De Paoli, Donatella; Vaagaasar, Anne Live & Müller, Ralf (2013)

Project Leadership and Work Space

[Academic lecture]. IRNOP XI Conference (International Research Network for Organizing by Projects).

Drouin, Nathalie; Müller, Ralf & Sankaran, Shankar (2013)

Is Project Management Research Beginning to Sound like a Broken Record? How can we improve its rigor?

[Academic lecture]. IRNOP XI Conference (International Research Network for Organizing by Projects).

Müller, Ralf; Turner, Rodney J., Andersen, Erling S., Shao, Jingting & Kvalnes, Øyvind (2013)

Ethics, Trust and Governance in Temporary Organizations: Building trust through the governance paradigm

[Academic lecture]. IRNOP XI Conference (International Research Network for Organizing by Projects).

Pemsel, Sofia; Wiewiora, Anna, Müller, Ralf, Aubry, Monique & Brown, Kerry (2013)

Knowledge Governance in Project-based Organizations: Theoretical and Empirical Approaches

[Academic lecture]. IRNOP XI Conference (International Research Network for Organizing by Projects).

Müller, Ralf (2013)

Ethical Issues in Projects and their Governance Context

[Academic lecture]. PMI Global Congress - EMEA.

Müller, Ralf (2013)

New Research on the Integrative Role of PMOs

[Academic lecture]. PMI Global Congress EMEA.

Kvalnes, Øyvind; Andersen, Erling S. & Müller, Ralf (2012)

På sporet av tillit i prosjektledelse

[Popular scientific article]. BI Leadership Magazine, 2011/2012

Aubry, Monique; Drouin, Nathalie, Jugdev, Kam, Müller, Ralf & Shao, Jingting (2012)

Organizational Enablers for Organizational Project Management

[Report]. Project Management Institute.

Müller, Ralf; Andersen, Erling S., Kvalnes, Øyvind, Shao, Jingting, Shankar, Sankaran, Turner, Rodney J., Biesenthal, Chris, Walker, Derek H.T. & Gudergan, Siegfried (2012)

The Interrelationship between Governance, Trust and Ethics in Temporary Organizations

[Academic lecture]. PMI Research & Education Conference.

Sheikh, Rizwan & Müller, Ralf (2012)

The Relationship between Culturally Endorsed Leadership Theory (CLT) Factors and Project Success: A Literature Review

[Academic lecture]. PMI Research & Education Conference.

Dwivedula, Ravi; Bredillet, Christophe & Müller, Ralf (2012)

Understanding the relation between work motivation, organizational commitment, and professional commitment among project workers

[Academic lecture]. Academy of Business Research Conference.

Müller, Ralf (2011)

Research methods in project and project management

[Academic lecture]. EDEN Doctoral Seminar.

Müller, Ralf & Shao, Jingting (2011)

Investigating Multi-Dimensional Leadership at Multiple Organizational Levels Using Mixed Methods Approaches

[Academic lecture]. Mixed Methods Research Conf.

Müller, Ralf & Aubry, Monique (2011)

Understanding Organizations through Mixed Method Approaches: the case of Project Management Offices

[Academic lecture]. Mixed Methods Research Conf.

Eweje, John; Turner, Rodney J. & Müller, Ralf (2011)

Maximizing Strategic Value from Megaprojects: The Influence of Information-Feed on Decision-making by the Project Manager

[Academic lecture]. European Academy of Management (EURAM) conference.

Medina, Alicia; Bredillet, Christophe & Müller, Ralf (2011)

The Fight for Resources Management: a Source of Struggles between Project Managers and Functional Managers in Matrix Organizations

[Academic lecture]. European Academy of Management (EURAM) conference.

Dwivedula, Ravi; Bredillet, Christophe & Müller, Ralf (2011)

Work Motivation as Determinant of Organizational and Professional Commitment in Case of Temporary Organizations: Theoretical Perspectives

[Academic lecture]. IRNOP X Conference.

Biedenbach, Thomas & Müller, Ralf (2011)

The Impact of absorptive, innovative and adaptive capabilities on project and portfolio performance

[Academic lecture]. IRNOP X Conference.

Müller, Ralf & Tsatsuryan, Tamara (2011)

Integration in Project Governance

[Academic lecture]. IRNOP X Conference.

Müller, Ralf; Shao, Jingting & Turner, Rodney J. (2011)

A Framework of Program Success

[Academic lecture]. IRNOP X Conference.

Müller, Ralf; Aubry, Monique & Glückler, Johannes (2011)

A Relational Typology of Project Management Offices

[Academic lecture]. IRNOP X Conference.

Müller, Ralf; Aubry, Monique & Glückler, Johannes (2011)

Project Management Office as a Community of Practice

[Academic lecture]. PMI Global Congress North America.

Dwivedula, Ravi; Bredillet, Christophe & Müller, Ralf (2011)

The Relation between Work Motivation and Project Management Success in case of Temporary Organizations: Theoretical Perspectives and Empirical Findings

[Academic lecture]. Academy of Business Research Conference.

Aubry, Monique; Hobbs, Brian, Müller, Ralf & Blomquist, Tomas (2011)

Project Management Offices in Transition

[Popular scientific article]. Project Management, s. 48- 53.

Müller, Ralf (2011)

Project Governance

[Popular scientific article]. UPGRADE : The European Journal for the Informatics Professional, 12(5), s. 87- 90.

Gardasevic, Vesna; Müller, Ralf & Øien, Geir Egil (2010)

Hopfield Neural Networks for Vector Precoding

[Academic lecture]. The International Zurich Seminar on Communications (IZS).

Müller, Ralf; Turner, J. R. & Dulewicz, Vic (2009)

Leadership Styles of Functional and Project Managers Compared

[Academic lecture]. International Expert Seminar of the International Project Management Association.

Müller, Ralf; Aubry, M., Hobbs, Brian & Blomquist, T (2009)

PMOs in Transition

[Academic lecture]. IRNOP IX Conference.

Müller, Ralf & Biedenbach, Thomas (2009)

Paradigms in Project Management Research: Examples from 15 Years of IRNOP Conferences

[Academic lecture]. IRNOP IX Conference.

Müller, Ralf; Gyawali, P & Tao, Yang (2009)

Project Control Mechanisms in Non-Project-Based Organizations in Asia

[Academic lecture]. IRNOP IX conference.

Müller, Ralf; Shao, J. & Turner, JR (2009)

The Program Manager's Leadership Style and Program Success: A Literature Review and Research Outline

[Academic lecture]. IRNOP IX Conference.

Academic Degrees
Year Academic Department Degree
2003 Brunel University Ph.D.
1999 Heriot-Watt University M.B.A.
Work Experience
Year Employer Job Title
2018 - Present University of Technology Sydney Adjunct Professor
2018 - Present Project Management Journal Editor-in-Chief
2011 - Present BI Norwegian Business School Professor
2002 - Present PM Concepts AB Managing Director
2018 - 2018 Swinburne University Visiting Professor
2015 - 2018 Dalian University of Technology Visiting Professor
2006 - 2017 SKEMA Business School Visiting faculty
2003 - 2017 Tias Business School Visiting faculty
2011 - 2012 Umeå University Professor
2008 - 2011 BI Norwegian Business School Professor II
2007 - 2010 Umeå University Associate Professor
2005 - 2007 Henley Management College Tutor
2003 - 2007 Umeå University Assistant Professor
1996 - 2002 NCR Corporation Worldwide Director of Project Management
1993 - 1995 NCR Corporation Deputy Director European Professional Services Center of Expertise
1985 - 1992 NCR Corporation Manager Networking Center of Expertise