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1.	Keegan, A. Quantity versus Quality in Project-Based Learning Practices. Management learning 32.1 (2001): 77-98.
2.	Hobday, M. The project-based organisation: an ideal form for managing complex products and systems? Research Policy 29.7-8 (2000): 871-893.
3.	Gann, Ammon M. Innovation in project-based, service-enhanced firms: the construction of complex products and systems. Research Policy 29.7/8 (2000): 955-972.
4.	Reichstein, T. Last among equals: a comparison of innovation in construction, services and manufacturing in the UK. Construction Management and Economics 23.6 (2005): 631-644.
5.	Eppler, Martin J. J. Harvesting project knowledge: a review of project learning methods and success factors. International journal of project management 21.3 (2003): 219-28.
6.	Hobday, M. Systems integration: a core capability of the modern corporation. Industrial and Corporate Change 14.6 (2005): 1109-1143.
7.	Lawrence, Paul R. R. Differentiation and Integration in Complex Organizations. Administrative science quarterly 12.1 (1967): 1-47.
8.	Hardie, M. Factors influencing technical innovation in construction SMEs: an Australian perspective. Engineering construction and architectural management 18.6 (2011): 19-19.
9.	Keegan, A. The Management of Innovation in Project-Based Firms. Long range planning 35.4 (2002): 367-388.
10.	Whitley, R. Project-based firms: new organizational form or variations on a theme? Industrial and Corporate Change 15.1 (2006): 77-99.

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Research Policy [0048-7333] Prencipe, Fredrik år:2001 vol:30 iss:9 sidor:1373 -1394