dc.contributor.author | Nevstad, Kristina | |
dc.contributor.author | Karlsen, Anniken Susanne T. | |
dc.contributor.author | Aarseth, Wenche Kristin | |
dc.contributor.author | Andersen, Bjørn | |
dc.date.accessioned | 2022-09-15T11:53:15Z | |
dc.date.available | 2022-09-15T11:53:15Z | |
dc.date.created | 2022-01-04T14:48:21Z | |
dc.date.issued | 2022 | |
dc.identifier.citation | Nevstad, K., Karlsen, A. S. T., Aarseth, W. K., & Andersen, B. (2022). How a project alliance influences project performance compared to traditional project practice – Findings from a case study in the Norwegian oil and gas industry. The Journal of Modern Project Management, 9(3), 139-153. doi: | en_US |
dc.identifier.issn | 2317-3963 | |
dc.identifier.uri | https://hdl.handle.net/11250/3018061 | |
dc.language.iso | eng | en_US |
dc.publisher | Mundo Press | en_US |
dc.rights | Attribution-NonCommercial-NoDerivatives 4.0 Internasjonal | * |
dc.rights.uri | http://creativecommons.org/licenses/by-nc-nd/4.0/deed.no | * |
dc.title | How a project alliance influences project performance compared to traditional project practice – Findings from a case study in the Norwegian oil and gas industry | en_US |
dc.type | Peer reviewed | en_US |
dc.type | Journal article | en_US |
dc.description.version | publishedVersion | en_US |
dc.rights.holder | © 2022 The Authors | en_US |
dc.subject.nsi | VDP::Samfunnsvitenskap: 200::Psykologi: 260::Organisasjonspsykologi: 268 | en_US |
dc.subject.nsi | VDP::Samfunnsvitenskap: 200::Statsvitenskap og organisasjonsteori: 240::Offentlig og privat administrasjon: 242 | en_US |
dc.subject.nsi | VDP::Teknologi: 500::Berg‑ og petroleumsfag: 510::Andre berg‑ og petroleumsfagg: 519 | en_US |
dc.source.pagenumber | 139-153 | en_US |
dc.source.volume | 9 | en_US |
dc.source.journal | Journal of Modern Project Management | en_US |
dc.source.issue | 3 | en_US |
dc.identifier.doi | 10.19255/JMPM02809 | |
dc.identifier.cristin | 1974500 | |