Human Resource Management (HRM) in project-oriented organizations is a
relatively unexplored topic, though it is essential to the success of
the organization and its competitive advantage. Project-oriented
organizations operate differently from classic business organizations in
that they adopt temporary organizations in the form of projects and
programs, therefore the HRM approach they adopt should support this
unique structure. This book takes a look at the multiple facets of HRM
and how HRM should be applied in project-oriented organizations. Through
four in-depth case studies over a spread of organizations, the authors
investigate the distinctive characteristics of project-oriented
organizations that lead to the need for specific HRM practices and
considers the implications for organizations, projects and individuals.