Sol Skinnarland

Norwegian version of this page Department of Welfare, Management and Organisation

Norwegian version of this page Position

Associate Professor

Contact

+4769608425

sol.skinnarland@hiof.no

Study place

Halden

Office nr.

A3-090

Academic interests

My research has focused on topics such as work organization, interdisciplinary and inter-organizational collaboration, private and public development studies and change processes.

Courses taught

I am an Associate Professor at the faculty of Department of Welfare, Management and Organisation. I teach in a Master’s Degree Programme in Organization and Leadership.

Background

I have been employed by Østfold University College since 1. April 2017. Prior to coming here I was a researcher at Fafo.

My doctoral thesis is concerned with interdisciplinary collaboration, and titled
Use of Progression Planning Tools in Developing Collaborative Main Contractor – Subcontractor Relationships in Norway
In my thesis, I examined how the use of an interdisciplinary planning methodology can influence collaboration relationship between the main contractor and subcontractors in the construction phase of a construction project.

Projects

Digitalisation in the project New Working Methods in Viken County (DiVi)

Research groups

Complex Connections: People, Places and Organisations (CC:PPO)

Frostenson, Magnus; Persson, Mats & Skinnarland, Sol (2024). From Distance to Distance: On How a Master’s Programme in Organisation and Leadership Went Through Pandemic Change. In Puiu, Silvia & Idowu, Samuel O. (Ed.), Online education during COVID-19 and beyond: Opportunities, challenges and outlook. Springer. ISSN 978-3-031-49353-9. p. 211–226. doi: 10.1007/978-3-031-49353-9_11. Show summary
The purpose of the chapter is to describe and analyse the changes of a master’s programme in organisation and leadership in a Norwegian university college before, during and after the pandemic. Already established as a programme with modules and in-callings once a month, enabling half-time distance studies, it underwent changes during the pandemic and found a partly new and more flexible shape after the pandemic had ended. The process is described as a change process which led to permanent new opportunities from a pedagogical and academic perspective. Measures taken to deal with the challenges are analysed and presented as innovative ways of developing the programme as a whole, for example opening up for permanent pedagogical solutions such as increased student responsibility for interaction.
Skinnarland, Sol & Bølviken, Trond (2023). When We Develop Collaboration, What Exactly Do We Develop? In Rybkowski, Zofia; Liu, Min & Sarhan, Saad (Ed.), Proceedings of the 31st Annual Conference of the International Group for Lean Construction (IGLC31) . The International Group for Lean Construction. ISSN 978-82-692499-4-1. p. 978–989. doi: 10.24928/2023/0226. Show summary
In this paper we will expand further on the literature focusing on collaborations within the construction industry. In the articles that are concerned with collaborative efforts, the authors present definitions. Often a common denominator is that collaboration is carried out by two or more parties to reach a goal. Little operationalization is offered in terms of understanding collaboration contextually. What are we actually talking about when we are concerned with collaboration, and in particular how to develop collaboration between actors in the construction industry? This paper aims to discuss the term collaboration from the collective viewpoints of actors at a construction site, who consist of skilled workers and apprentices, supervisors, foremen and site management. The basis for this discussion is a previous review of collaboration in the literature, as well as previous research undertaken by the (first) author, which operationalizes collaboration in terms of six underlying dimensions. The argument posed in this paper is that if correct measures were to be identified and taken to improve and develop constructive collaborative relationships between interorganizational actors on the construction site, we would need to address the term collaboration in greater depth. Rather than operating with an overarching and insufficient definition of “collaboration”, we need to operationalize and sufficiently understand how actors themselves understand collaboration within a specific context.
Skinnarland, Sol & Andersen, Rolf Kristian (2011). NAV-kontoret som lærende organisasjon. In Andreassen, Tone Alm & Fossestøl, Knut (Ed.), NAV ved et veiskille: organisasjonsendring som velferdsreform. Gyldendal Akademisk. ISSN 978-82-05-39880-1.

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Skinnarland, Sol (2022). Samarbeidsprosesser på byggeplassen. Fagbokforlaget. ISBN 9788245036084. 207 p.

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Skinnarland, Sol & Bølviken, Trond (2023). When we develop collaboration, what exactly do we develop?
Skinnarland, Sol (2023). Om ytringsklima.
Skinnarland, Sol (2023). Samarbeidsprosesser: fra teori til praksis - og tilbake igjen.
Skinnarland, Sol & Myhr, Marthe (2023). Consequences of remote working on interpersonal interaction and professional development in Norwegian workplaces.
Berisha, Sejhan & Skinnarland, Sol (2023). Nav-ledere har ofte et større handlingsrom enn de benytter seg av . Forskersonen.no.
Skinnarland, Sol; Bølviken, Trond & Skaar, John (2023). Samarbeid er for viktig til å bli overlatt til tilfeldighetene. Byggeindustrien bygg.no.
Bølviken, Trond; Skaar, John & Skinnarland, Sol (2023). Komplekse utfordringer - når sentral styring og kontroll verken gir styring eller kontroll. Byggeindustrien bygg.no.
Skinnarland, Sol (2022). Eline (25) vil ha flere kvinner inn i byggebransjen. [TV]. NRK.
Berisha, Sejhan & Skinnarland, Sol (2022). NAV-leders handlingsrom.
Frostenson, Magnus; Persson, Mats & Skinnarland, Sol (2022). Ambiguous organizational change: Revisiting the role of projects. Show summary
Public organizations are replete with projects of different kinds. Projects within public organizations may be used instrumentally as part of an agenda of change. However, such an agenda is not necessarily clear from the outset, as both projects and the base organization may change during lifetime of the projects. For that reason, it is necessary to understand the role of projects in organizational change, not only through looking at the projects as such, but also how they relate to each other and the overall idea of organizational change. The purpose of this article is to explain organizational change by means of parallel project establishment and management. This article sheds light on and analyses a project context of a Norwegian administrative county, where projects became instrumental to changing the organization. However, while traditional approaches often assume that projects are means used to change organizations, we argue that organizational change is ambiguous since projects are re-constructed during the course of time. Ongoing change also pertains to the base organization itself, which is reflected in the projects. Reasons for this multiple and partly parallel nature of change are found in both central and local priorities that emerge underway.
Skinnarland, Sol (2020). Må kvinner bli en av gutta for å trives som fagarbeidere? . [Business/trade/industry journal]. Fremtidens byggenæring.
Skinnarland, Sol (2020). Slutt å friste jenter til et spennende arbeidsliv i byggebransjen! Forskning.no. ISSN 1891-635X.
Skinnarland, Sol (2020). Lean – enkle svar på komplekse problemer?
Skinnarland, Sol (2017). Det sosiale samspillet på byggeplassen. In Kalsaas, Bo Terje (Eds.), Lean Construction. Forstå og forbedre prosjektbasert produksjon. Fagbokforlaget. ISSN 978-82-450-2107-3. p. 257–274.
Skinnarland, Sol & Yndesdal, Solveig (2014). Barriers to a Continuous Learning Process in Construction.
Skinnarland, Sol (2012). NORWEGIAN PROJECT MANAGERS AND FOREMEN’S EXPERIENCED EFFECTS OF COLLABORATIVE PLANNING.
Skinnarland, Sol & Yndesdal, Solveig (2012). THE LAST PLANNER SYSTEM AS A DRIVER FOR KNOWLEDGE CREATION.
Skinnarland, Sol & Andersen, Bjørn (2008). Skinnarland S. & Andersen, B. (2008). Å løfte i flokk til rett tid. Akkordtariffen som lønns- og styringssystem i byggebransjen. Debatthefte utgitt av Fellesforbundet i samarbeid med Fafo. .
Andersen, Bjørn; Bølviken, Trond; Dammerud, Hege Skarbekk & Skinnarland, Sol (2008). Approaching Construction as a Logistical, Economical and Social Process.
Skinnarland, Sol & Moland, Leif Erling (2017). Samhandling og produksjonsflyt i Forsvarets logistikkorganisasjon. Fafo.
Aspøy, Tove Mogstad; Skinnarland, Sol & Tønder, Anna Hagen (2017). Yrkesfaglærernes kompetanse. Fafo.
Bråthen, Ketil; Flyen, Cecilie; Moland, Leif; Moum, Anita & Skinnarland, Sol (2017). SamBIM. Bedre samhandling i byggeprosessen med BIM som katalysator. Hovedrapport. SINTEF ; FAFO. ISSN 978-82-14-06111-6. Full text in Research Archive
Skinnarland, Sol (2016). Gjennomføringsmodell med BIM for detaljprosjektering Erfaringer fra Deichmanske hovedbibliotek. Fafo.
Tønder, Anna Hagen & Skinnarland, Sol (2016). Rekruttering til design- og håndverksfagene. Fafo.
Skinnarland, Sol (2015). Samhandling i prosjekteringsfasen, Kruse Smith. Fafo.
Skinnarland, Sol (2015). Tverrfaglig samarbeid i byggeprosessen Erfaringer med prosjekteringsverksted hos Kruse Smith. Fafo.
Hilsen, Anne I & Skinnarland, Sol (2015). Et bedre NAV for brukerne. Fafo.
Skinnarland, Sol (2015). Evaluering av bedriftshelsetjenesten i Bærum kommune. Fafo.
Skinnarland, Sol & Mühlbradt, Magnus (2014). Det gode liv til sjøs Lønns- og arbeidsvilkår på utenlandske skip – norsk handlingsrom. Fafo.
Skinnarland, Sol & Mühlbradt, Magnus (2014). The good life at sea Wages and working conditions on foreign ships in Norway. Fafo.
Skinnarland, Sol (2013). Use of Progression Planning Tools in Developing Collaborative Main Contractor – Subcontractor Relationships in Norway. Fafo. ISSN 978-82-324-0030-0.
Skinnarland, Sol (2012). Vi sitter og ser hverandre i hvitøyet når vi lover det Kartlegging av prosjektlederes og formenns erfaringer med bruk av lean construction i Kruse Smith. Fafo.
Skinnarland, Sol (2010). Lean Construction i Kruse Smith Samhandling for økt effektivitet og bedret produksjonsflyt. Fafo.
Skinnarland, Sol & Moen, Svein Erik (2010). Mot en mer inkluderende byggeplassproduksjon i Kruse SmithInnføring av ny planleggingsmetodikk i pilotprosjektet Kanalpiren. Fafo.
Andersen, Rolf Kristian; Skinnarland, Sol & Tveterås, Ragnar (2008). Fra bonde til butikk En studie av verdikjeder i kjøttbransjen. Fafo.
Hertzberg, Dagfinn & Skinnarland, Sol (2007). Too old to rock’n roll? Seniorpolitisk praksis i norske industribedrifter. Fafo.
Skinnarland, Sol & Moland, Leif Erling (2006). Lokale arbeids- og velferdskontor Ansattes perspektiver på etablering av en felles førstelinje i den nye NAV-reformen. Fafo.
Skinnarland, Sol (2005). Evaluering av Hovedorganisasjonenes Fellestiltak i perioden 1998 til 2004. Fafo.
Skinnarland, Sol (2005). To skritt fram, og ett til .. ? Evaluering av Trygdeetaten i Sør-Trøndelags tverrfaglige innsats for et mer inkluderende arbeidsliv. Fafo.

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Published June 12, 2018 4:29 PM - Last modified Dec. 20, 2022 1:41 PM