Exploring the resource manager role in a project-based organization

Purpose The author aims to explore and provide new insights on the resource manager role in a matrix-like project-based organization. What is the content of this role and the challenges as perceived by role incumbents? Design/methodology/approach This a case study of a large project department in an industrial organization. The main source of data is interviews with 12 respondents. Findings The author describes and analyzes several mechanisms related to the key tasks of resource allocation, competence development and performance appraisals. Key challenges are the magnitude of stakeholders, especially the relationship with the project manager. To cope with these challenges, resource managers engage in extensive networking and recurrent dialog with the project manager. In addition, system knowledge and a sociable personality are perceived to enhance coping. Research limitations/implications One case. 12 interviews were conducted at one point in time. The resource manager is a specific type of line manager, complementing a task (project) manager. Hypotheses and research questions based on empirical findings are identified. Practical implications Organizational structure and the content of managerial roles are important in order to understand HRM challenges and activities in project-based organizations. Networking, relation maintenance and system knowledge and sociable and creative mindsets are key success factors for resource managers in large matrix-like project-based organizations. Originality/value One of the few in-depth studies of the resource manager in a project-based organization. A novel organizational context for the study of roles in HRM. A number of suggestions for further research.