A project as a workplace: Observations from project managers in four R&D and project-intensive companies

•Line management continues to dominate decision premises and resource allocation.•Project managers perceive negative motivation based on lack of influence.•Project managers' lack of training and support throughout career often lead to stress.•Project management is stressed by projects become flexible resources for line work.•Reduced distinction between project and line managers would reduce power imbalance.•A new HRM approach to projects embedded in line organisations is needed.

Projects and project management work present what would seem to be a paradox. Although business and industrial companies regard projects as strategic vehicles for innovation and growth, it is doubtful whether project managers are seen as a similarly strategic asset, due to their working environment. This article, which is based on interviews conducted at four major Scandinavian companies, describes several empirical cases of a project as a workplace. In line with previous research we observe a challenging and in many cases exposed situation for many project managers. Our main finding is that a considerable part of what makes up a non-sustainable project work environment stems from the imbalance of power that exists between permanent and temporary organisational forms. The article concludes that a process of “deprojectification” of project employees, i.e. making the distinction between line and project work less distinct in organisations may actually lead to more sustainable project work.