ABSTRACT
This introduction presents an overview of key concepts discussed in the subsequent chapters of this book. Human Resource Management (HRM) is central to any organization. HRM practices ensure the organization's potential to perform, but more comprehensively, a viable HRM system that supports and is supported by company strategy, structures and culture ensures sustainable development of any organization, in particular the project-oriented organization. The book explains HRM and traces its development from a Universalist understanding of best practices to a more contextualized contingency understanding, that the HRM system should be viable in its context of adding value to the company. It discusses the traditional perception of a project as a complex task, and the evolution of its conceptualization into a temporary organization, social system and construction. The book discusses the organization that is capable of conducting projects: the project-oriented organization. It outlines the challenges that project personnel face when working on projects or working for project-oriented organizations.
