Coordination at the Line-Project Interface : How Section Managers and Project Managers Navigate Structural Clarity and Situational Flexibility

Sammanfattning

Background. Matrix organisations combine functional and project structures, but the dual authority arrangement creates recurring coordination challenges at the line–project interface. Section managers and project managers work within this interface and must handle a tension between structural clarity and situational flexibility. Existing research has primarily examined the structural properties of matrix organisations rather than how this tension is managed in practice. Objectives. This thesis examines how section managers and project managers handle the tension between structural clarity and situational flexibility, and what consequences this has for coordination outcomes at the line–project interface. Methods. A qualitative single-case study was conducted at a Swedish defence development organisation with a mature matrix structure. Six semi-structured interviews were carried out with three section managers and three project managers. The material was analysed using thematic analysis following Braun and Clarke’s six-phase process. Both researchers coded the data independently before reconciling the results through discussion. Results. Six themes were identified. Coordination at the line–project interface relies on informal interaction and experience rather than formal processes, and depends on tacit knowledge held by individuals. The same authority boundary is described as clear from the section manager perspective and unclear from the project manager perspective. Resource allocation creates friction because the formal system tracks numbers rather than competence. Information reaches the line organisation late because the project organisation filters what is passed on. Coordination functions more effectively under crisis conditions, but at a cost to the individuals involved. Conclusions. Clarity and flexibility are not managed through trade-offs but are produced in parallel through two coordination layers. The formal layer supports accountability, while the informal layer carries out the actual coordination work. This arrangement does not resolve the tension but instead maintains it, with consequences concentrated in resource allocation, information flow, and crisis performance. The findings indicate that coordination capacity in matrix organisations of this kind resides in individuals and informal practices rather than in formal structures.