Year-end Sale % OFF 
Abstract
The paper reports on a longitudinal multi method case study of a company from the telecommunication industry. The company has developed into a project-oriented company during the last 12 years (1997–2009). In this paper the development is analyzed and structured into phases. The limits of planning and managing change processes in practice are reflected. The development of the case study company towards project-orientation was rather ad hoc than planned and structured. The findings indicate that in a project-oriented company Human Resource Management also needs to change from an administration function to become a proactive business partner supporting project-oriented management.
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