Supervisors: Dorthe Døjbak Håkonsson & Erik Reimer Larsen
Discussants: Pernille Smith & Birte Asmuβ

Abstract
Context: Intra-organizational projects as temporary organizations (TO) that occur in the context of a permanent organization (PO) enable contemporary organizations to swiftly adapt to changes in uncertain  environments and achieve strategic and operational objectives (Rene M. Bakker et al., 2016; Huemann, 2010; Lundin et al., 2015; Sydow & Windeler, 2020). In addition, the intra-organizational forms of project-based organizations  provide internal career opportunities that can enhance employee’s satisfaction and commitment to the organization (Crawshaw et al., 2012; Verbruggen et al., 2015). However, this approach can be fraught with challenges mainly due to the embeddedness of the TOs in the PO (Burke & Morley, 2016; Jacobsson et al., 2013; Mathew et al., 2022; Sydow & Windeler, 2020). Some of the main challenges occurring at the temporary-permanent interface are related to the flow of employees across organizational boundaries. This paper explores the experience of the employees who return from projects and need to reintegrate into their functional home team in the PO to which they have their long-term affiliation and how contextual and personal factors shape a successful reintegration in the intra-organizational project-based settings.

Approach: Using grounded theory, we conducted 22 semi-structured interviews with project returnees in a large Danish company. By researching the lived experiences and feelings of project workers returning to the PO the aim was to gain insight into the experience of reintegration. During data collection and analysis, we identified social cognitive theory, specifically reciprocal determinism, or the triadic and reciprocal relationship between context, person and behaviour, as a useful theoretical lens through which to explain how individual psychological variables (eg, Feelings and motivation) and contextual factors (eg, work environment and organizational culture) interact and shape the reintegration-related behaviors of project workers.

Findings: Those who choose to pursue a career in organizations that adopt intra-organizational TOs have the personal characteristics and sufficiently high levels of self-efficacy to deal effectively with the challenges associated with reintegration. Supportive management and workplace allows these employees to self-direct their career and build confidence in their ability to successfully reintegrate. By displaying confidence in managing their own career, they are granted more support and trust. This study has implications for the choice, development and retention of project workers and for the human resource practices associated with management of resource flow in intra-organizational project-based settings.

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