Abstract
Inspection, maintenance, and repair (IMR) operations of the subsea infrastructure off Norway’s coast are performed from specialized vessels by multiteam systems. A case study shows how leadership is organized and practiced to coordinate interdependencies, and to cope with the risks inherent in this type of complex and tightly coupled operation. Leadership redundancy is proposed as a mechanism that can contribute to the smooth and safe functioning of a multiteam system operating in a volatile environment.
The Research Council of Norway and companies in the petromaritime industries in the Haugesund region have funded the project Managing Complexity in Petromaritime Operations at Stord/Haugesund University College. The authors are grateful for advice from Silvia Jordan, Preben H. Lindøe, Amy Edmondson, Nils M. Sortland, Lene Jørgensen, Amy Meltzer and Paul Wilson Glenn.
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Johannessen, I.A., McArthur, P.W., Jonassen, J.R. (2012). Leadership Redundancy in a Multiteam System. In: Frick, J., Laugen, B.T. (eds) Advances in Production Management Systems. Value Networks: Innovation, Technologies, and Management. APMS 2011. IFIP Advances in Information and Communication Technology, vol 384. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-33980-6_59
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DOI: https://doi.org/10.1007/978-3-642-33980-6_59
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