Aaltonen, K. (2011). Project stakeholder analysis as an environmental interpretation process. International Journal of Project Management, 29(2), 165–183.CrossRefGoogle Scholar

Ahola, T., Laitinen, E., Kujala, J., & Wikström, K. (2008). Purchasing strategies and value creation in industrial turnkey projects. International Journal of Project Management, 26(1), 87–94.CrossRefGoogle Scholar

Artto, K., Ahola, T., & Vartiainen, V. (2016). From the front end of projects to the back end of operations: Managing projects for value creation throughout the system lifecycle. International Journal of Project Management, 34(2), 258–270.CrossRefGoogle Scholar

Artto, K. & Kujala, J. (2008). Project business as a research field. International Journal of Managing Projects in Business, 1(4), 469–497.CrossRefGoogle Scholar

Artto, K. A. & Wikström, K. (2005). What is project business? International Journal of Project Management, 23(5), 343–353.CrossRefGoogle Scholar

Artto, K., Wikström, K., Hellström, M., & Kujala, J. (2008). Impact of services on project business. International Journal of Project Management, 26(5), 497–508.CrossRefGoogle Scholar

Bankvall, L., Bygballe, L. E., Dubois, A., & Jahre, M. (2010). Interdependence in supply chains and projects in construction. Supply Chain Management: An International Journal, 15(5), 385–393.CrossRefGoogle Scholar

Brady, T., Davies, A., & Gann, D. (2005). Creating value by delivering integrated solutions. International Journal of Project Management, 23(5), 360–365.CrossRefGoogle Scholar

von Branconi, C. & Loch, C. H. (2004). Contracting for major projects: eight business levers for top management. International Journal of Project Management, 22(2), 119–130.CrossRefGoogle Scholar

Brueckner, J. & Picard, P. (2015). Where and when to invest in infrastructure. Regional Science and Urban Economics, 53, 123–134.CrossRefGoogle Scholar

Bygballe, L. E., Jahre, M., & Swärd, A. (2010). Partnering relationships in construction: A literature review. Journal of Purchasing and Supply Management, 16(4), 239–253.CrossRefGoogle Scholar

Canonico, P. & Söderlund, J. (2010). Getting control of multi-project organizations: combining contingent control mechanisms. International Journal of Project Management, 28(8), 796–806.CrossRefGoogle Scholar

Cardinal, L. B., Sitkin, S. B., & Long, C. P. (2010). A configurational theory of control. In Sitkin, S. B., Cardinal, L. B., & Bijlsma-Frankema, K. M. (Eds.), Organizational Control, Cambridge, UK: Cambridge University Press, 51–79.CrossRefGoogle Scholar

Chih, Y-Y. & Zwikael, O. (2015). Project benefit management: A conceptual framework of target benefit formulation. International Journal of Project Management, 33(2), 352–362.CrossRefGoogle Scholar

Chua, C. E. H., Lim, W-K, Soh, C., & Sia, S. K. (2012). Enacting clan control in complex IT projects: A social capital perspective. MIS Quarterly, 36(2), 577–600.CrossRefGoogle Scholar

Gann, D. M., & Salter, A. J. (2000). Innovation in project-based, service-enhanced firms: the construction of complex products and systems. Research policy, 29(7), 955–972.CrossRefGoogle Scholar

Hadjikhani, A. (1996). Project marketing and the management of discontinuity. International Business Review, 5(3), 319–336.CrossRefGoogle Scholar

Håkansson, H. & Ingemansson, M. (2013). Industrial renewal within the construction network. Construction Management and Economics, 31(1), 40–61.CrossRefGoogle Scholar

Hobday, M., Davies, A., & Prencipe, A. (2005). Systems integration: A core capability of the modern corporation. Industrial and Corporate Change, 14(6), 1109–1143.CrossRefGoogle Scholar

Jaafari, A. (2007). Project and program diagnostics: a systemic approach. International Journal of Project Management, 25(8), 781–790.CrossRefGoogle Scholar

Jalkala, A. & Salminen, R. (2010). Practices and functions of customer reference marketing – Leveraging customer references as marketing assets. Industrial Marketing Management, 39(6), 975–985.CrossRefGoogle Scholar

Kirsch, L. J. (1996). The management of complex tasks in organizations: Controlling the systems development process. Organization Science, 7(1), 1–21.CrossRefGoogle Scholar

Kirsch, L. J. (1997). Portfolios of control modes and IS project management. Information Systems Research, 8(3), 215–239.CrossRefGoogle Scholar

Kirsch, L. J. (2004). Deploying common systems globally: The dynamics of control. Information Systems Research, 15(4), 374–395.CrossRefGoogle Scholar

Kirsch, L. J., Ko, D-G, & Haney, M. H. (2010). Investigating the antecedents of team-based clan control: Adding social capital as a predictor. Organization Science, 21(2), 469–489.CrossRefGoogle Scholar

Kirsch, L. J., Sambamurthy, V., Ko, D. G., & Purvis, R. L. (2002). Controlling information systems development projects: The view from the client. Management Science, 48(4), 484–498.CrossRefGoogle Scholar

Kolltveit, B. J. & Grønhaug, K. (2004). The importance of the early phase: the case of construction and building projects. International Journal of Project Management, 22, 545–551.CrossRefGoogle Scholar

Kujala, J., Ahola, T., & Huikuri, S. (2013). Use of services to support the business of a project-based firm. International Journal of Project Management, 31(2), 177–189.CrossRefGoogle Scholar

Kujala, S., Artto, K., Aaltonen, P., & Turkulainen, V. (2010). Business models in project-based firms – Towards a typology of solution-specific business models. International Journal of Project Management, 28, 96–106.CrossRefGoogle Scholar

Kujala, S., Kujala, J., Turkulainen, V., Artto, K., Aaltonen, P., & Wikström, K. (2011). Factors influencing the choice of solution-specific business models. International Journal of Project Management, 29, 960–970.CrossRefGoogle Scholar

Liu, S. (2015). Effects of control on the performance of information systems projects: The moderating role of complexity risk. Journal of Operations Management, 36, 46–62.CrossRefGoogle Scholar

Liu, L., Borman, M., & Gao, J. (2014). Delivering complex engineering projects: Reexamining organizational control theory. International Journal of Project Management, 32(5), 791–802.CrossRefGoogle Scholar

Martinsuo, M., Aaltonen, K., & Lehtonen, P. (2010). Project autonomy in complex delivery projects: Taking and withdrawing autonomy in system and turnkey deliveries. In: Gleich, R., Mayer, T-L., Wagner, R. & Wald, A. (Eds.), Advanced project management (Vol. 2), pp. 95–118. Germany: GPM Deutsche Gesellschaft für Projektmanagement.Google Scholar

Martinsuo, M., & Lähdeaho, M. (2011). Developing new services for solution-oriented project business. Paper presented at EURAM 2011 European Academy of Management Conference, 1–4 June, 2011, Tallinn, Estonia.Google Scholar

Martinsuo, M. & Lehtonen, P. (2007). Role of single-project management in achieving portfolio management efficiency. International Journal of Project Management, 25, 56–65.CrossRefGoogle Scholar

Martinsuo, M., & Momeni, K. (2015). Customized service solutions for project business. Paper presented at NFF Nordic Academy of Management conference, 12–14 Aug, 2015, Copenhagen, Denmark.Google Scholar

Martinsuo, M. & Sariola, R. (2015). Developing a supplier’s third-party relationships and cooperation in project networks. International Journal of Managing Projects in Business, 8(1), 74–91.CrossRefGoogle Scholar

Martinsuo, M. & Vuorinen, L. (2015). Project control toward lifecycle value at the front end of delivery projects. Paper presented at NFF Nordic Academy of Management conference, 12–14 Aug, 2015, Copenhagen, Denmark.Google Scholar

Momeni, K. & Martinsuo, M. (2015). Remote monitoring systems as enablers for project-related services. Paper presented at IRNOP International Research Network on Organizing by Projects conference, 22–24 June, 2015, London, U.K.Google Scholar

Müller, R., Martinsuo, M., & Blomquist, T. (2008). Project portfolio control and portfolio management performance in different contexts. Project Management Journal, 39(3), 28–42.CrossRefGoogle Scholar

Norrie, J. & Walker, D. (2004). A balanced scorecard approach to project management leadership. Project Management Journal, 35(4), 47–56.CrossRefGoogle Scholar

Ocaña-Flores, M. & Martinsuo, M. (2015). Use of equipment lifecycle data in industrial services. In Sundbo, J., Fuglsang, L., Sørensen, F. & Balsby, N. (Eds.), Proceedings of the XXV Annual RESER Conference, September 10–12, 2015, Copenhagen, Denmark.Google Scholar

Oliva, R. & Kallenberg, R. (2003). Managing the transition from products to services. International Journal of Service Industry Management, 14(2), 160–172.CrossRefGoogle Scholar

Ouchi, W. G. (1979). A conceptual framework for the design of organizational control mechanisms. Management Science, 25(9), 833–848.CrossRefGoogle Scholar

Poikonen, E., Martinsuo, M., & Nenonen, S. (2015). Standardizing the service delivery system for repetitive industrial services. In: Sundbo, J., Fuglsang, L., Sørensen, F., & Balsby, N. (Eds.): Proceedings of the XXV Annual RESER Conference, 10–12 September, 2015, Copenhagen, Denmark.Google Scholar

Project Management Institute (PMI). (2013). A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th ed., Newton Square, PA: Project Management Institute.Google Scholar

Sariola, R., & Martinsuo, M. (2014). Effective project marketing toward third parties in a project network. Paper presented at Project Management Institute Research and Education Conference, 27–29 July, 2014, Portland, Oregon, USA.Google Scholar

Sariola, R., & Martinsuo, M. (2015). Framework for enhanced third-party relationships in project networks. International Journal of Managing Projects in Business, 8(3), 457–477.CrossRefGoogle Scholar

Sariola, R., & Martinsuo, M. (2016). Enhancing the supplier’s non-contractual project relationships with designers. International Journal of Project Management, 34(6), 923–936.CrossRefGoogle Scholar

Shenhar, A. J., Dvir, D., Levy, O., & Maltz, A. (2001). Project success: a multidimensional strategic concept. Long Range Planning, 34, 699–725.CrossRefGoogle Scholar

Simons, R. (1994). How new top managers use control systems as levers of strategic renewal. Strategic Management Journal, 15(3), 169–189.CrossRefGoogle Scholar

Soh, C., Chua, C. E. H., & Singh, H., 2011. Managing diverse stakeholders in enterprise systems projects: a control portfolio approach. Journal of Information Technology, 26(1), 16–31.CrossRefGoogle Scholar

Tiwana, A. (2010). Systems development ambidexterity: Explaining the complementary and substitutive roles of formal and informal controls. Journal of Management Information Systems, 27(2), 87–126.CrossRefGoogle Scholar

Vuorinen, L., & Martinsuo, M. (2016) Project control in different project types. Paper presented at EURAM European Academy of Management conference, June 2–4, 2016, Paris, France.Google Scholar

Yang, J., Shen, G. Q., Ho, M., Drew, D. S., & Xue, X. (2011). Stakeholder management in construction: an empirical study to address research gaps in previous studies, International Journal of Project Management, 29(7), 900–910.CrossRefGoogle Scholar