Nudging i projektledning : Projektledares upplevelser och utmaningar inom IT och byggbranschen

This thesis aims to understand how project managers perceive and apply nudging in two distinct sectors, the knowledge-intensive IT industry and the operational construction. Nudging, a concept from behavioral economics which refers to influencing decisions in a non-coercive manner. While nudging has gained traction in policy and marketing, its application in project management remains under-researched. Using a qualitative approach with semi-structured interviews, this study investigates how project managers apply nudging, the challenges they face, and how usage differs across industries. The findings reveal that nudging is frequently used unconsciously in both sectors. In construction, influence is primarily achieved through routines and visual tools, whereas IT project managers more often rely on social cues, self-leadership, and adaptive communication strategies. Contextual factors such as organizational culture and structure significantly affect nudging effectiveness. Despite its potential, challenges include lack of awareness, time constraints, and concerns about manipulation. This study contributes to the understanding of nudging as a practical leadership tool in project settings and highlights the need for further research and education in the field.