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Journal Cover International Journal of Project Management
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   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 0263-7863
   Published by Elsevier Homepage  [3043 journals]
  • Managing time pacing in organizations transitioning to a project-based
           mode – 3 cases studies of two multinational companies
    • Authors: Hala Alioua; Fanny Simon
      Pages: 1427 - 1443
      Abstract: Publication date: November 2017
      Source:International Journal of Project Management, Volume 35, Issue 8
      Author(s): Hala Alioua, Fanny Simon
      This paper aims to better understand how teams create new knowledge to adapt their work processes as they move from managing on-going and well-defined operations to a project mode. We particularly focus on major events affecting projects and demonstrate that temporality influences actors' willingness and ability to generate new knowledge within the team and to diffuse that knowledge at different levels in the organization. Results show that time is mostly not considered as linear but rather in its subjective dimension. Thus, subjective perceptions of time such as temporal compression or flow enhance the generation of tacit or explicit knowledge. In this study, we study three projects by two multinationals to show the different reactions and perceptions of timing of team members. Our research brings new insights on organizations that moved from a mode based on on-going operations to a project-led mode as well as knowledge generation.

      PubDate: 2017-09-06T17:17:23Z
      DOI: 10.1016/j.ijproman.2017.08.005
  • Understanding community protest from a project management perspective: A
           relationship-based approach
    • Authors: Melissa M. Teo; Martin Loosemore
      Pages: 1444 - 1458
      Abstract: Publication date: November 2017
      Source:International Journal of Project Management, Volume 35, Issue 8
      Author(s): Melissa M. Teo, Martin Loosemore
      Communities negatively affected by construction projects are becoming increasingly empowered, organised and willing to engage in protest. The importance of communities as project stakeholders is widely recognized in the project management literature, but there is little empirical research to help project managers understand how to effectively engage with communities to prevent protests developing and escalating. Contributing to the emerging ‘Relationship Approach’ in project management theory which focusses on communities as legitimate stakeholders in projects, this paper draws on theories of collective identity and social capital to present an ethnographic analysis of community action against a large-scale and highly controversial construction project in Australia. The results show that dealing with community protest is a complex and dynamic challenge for project managers due to the anarchic and self-organising properties of community-based protest groups. It is concluded that effective community engagement strategies require project managers to adopt trust-building strategies early in projects and an intimate understanding of community concerns and social structures.

      PubDate: 2017-09-06T17:17:23Z
      DOI: 10.1016/j.ijproman.2017.08.004
  • The combined effects of managerial control, resource commitment, and top
           management support on the successful delivery of information systems
    • Authors: Narmeen Kanwal; Muhammad Shahnawaz Zafar; Sajid Bashir
      Pages: 1459 - 1465
      Abstract: Publication date: November 2017
      Source:International Journal of Project Management, Volume 35, Issue 8
      Author(s): Narmeen Kanwal, Muhammad Shahnawaz Zafar, Sajid Bashir
      Current research on information systems (IS) projects fails to comprehensively explain how these projects can achieve higher performance. This study examines the underlying conditions that result in IS project performance. We examined the role of managerial control as well as the moderating effects of resource commitment and top management support. Data were collected from 262 respondents working in various IS projects across Pakistan. The results indicate that managerial control plays a key role in the performance of IS projects. The moderating role of resource commitment was established for clan control and outcome control, while it failed to play a moderating role for behavioral control and self-control. In case of top management support, the moderation was established for outcome control and clan control while for other two dimensions of managerial control i.e. self-control and behavioral control, the moderating role was not established.

      PubDate: 2017-09-06T17:17:23Z
      DOI: 10.1016/j.ijproman.2017.08.007
  • Investigating the relationship between communication-conflict interaction
           and project success among construction project teams
    • Authors: Guangdong Wu; Cong Liu; Xianbo Zhao; Jian Zuo
      Pages: 1466 - 1482
      Abstract: Publication date: November 2017
      Source:International Journal of Project Management, Volume 35, Issue 8
      Author(s): Guangdong Wu, Cong Liu, Xianbo Zhao, Jian Zuo
      This study aims to investigate the effects of communication-conflict interaction on the success of construction projects. The conceptual model was validated with empirical data via the structural equation modeling. The results showed that task conflict was positively related to project success, while enhanced communication among teams stimulated the positive effect of task conflict. Process conflict and relationship conflict affected each other and were negatively related to project success, leading to poor communication among teams. Additionally, communication willingness and formal communication were positively associated with the project success, whereas informal communication negatively affected project success. Therefore, it is necessary to enhance the communication willingness and effectively enhance the formal communication among various project teams during the implementation of construction projects. Efforts are required to establish the formal communication mechanism to take advantage of the positive effect of task conflict whereas mitigating the negative effect of process and relationship conflict.

      PubDate: 2017-09-06T17:17:23Z
      DOI: 10.1016/j.ijproman.2017.08.006
  • The influence of conflict management styles on relationship quality: The
           moderating effect of the level of task conflict
    • Authors: Wenxue Lu; Jishuang Wang
      Pages: 1483 - 1494
      Abstract: Publication date: November 2017
      Source:International Journal of Project Management, Volume 35, Issue 8
      Author(s): Wenxue Lu, Jishuang Wang
      Conflicts between owners and contractors in the construction industry will greatly affect their relationship quality, thereby affecting the performance of the project. This study aims to examine the relation between conflict management styles and relationship quality and the moderating effect of the level of task conflict on the relation between conflict management styles and relationship quality. Drawing on data from 165 questionnaires distributed to owners and contractors in the construction industry, multiple regressions were used to test the hypotheses. The research results show that the integrating style is positively related to relationship quality, whereas the compromising style is negatively related to relationship quality. In addition, with an increase in the level of task conflict, the positive effect of the obliging style on relationship quality will be weakened and the positive effect of the avoiding style will be strengthened.

      PubDate: 2017-09-12T23:06:50Z
      DOI: 10.1016/j.ijproman.2017.08.012
  • Leadership improvement and its impact on workplace safety in construction
           projects: A conceptual model and action research
    • Authors: Chunlin Wu; Nan Li; Dongping Fang
      Pages: 1495 - 1511
      Abstract: Publication date: November 2017
      Source:International Journal of Project Management, Volume 35, Issue 8
      Author(s): Chunlin Wu, Nan Li, Dongping Fang
      Leadership is proven as a key factor impacting safety while researchers and practitioners are fostering proactive approaches to preventing workplace injuries. Practitioners' lack of leadership is one of the major causes for the continuous high-level accident frequency within the construction projects. An important yet still unsettled academic issue is how leadership impacts safety performance of construction projects, and how safety leadership can be improved. In order to probe into the mechanism by which leadership improves project safety, this study develops a safety leadership model for construction projects (SLMCP) in both theoretical and pragmatic perspectives. Theoretically, this model incorporates specific characteristics of construction projects and applies a multiple levels-of-management perspective to depict leadership's cascading influences across project stakeholders. Safety culture and safety management are the two major paths by which leadership impacts safety performance. Pragmatically, the action research (AR) method is used to validate the theoretical model empirically and develop feasible measures to implement safety leadership in practice. A five-round longitudinal evaluation confirmed in a case study the validity of SLMCP and the effectiveness of safety leadership improvement measures. This paper contributes to the body of knowledge by clearly depicting safety leadership's cascading top-down influencing mechanism in construction projects and providing concrete and validated measures for leadership improvement. The AR based intervention also establishes a general procedure for leadership promotion in practice. Conclusions of the paper serve as novel ideas and methods for workplace safety improvement in construction projects.

      PubDate: 2017-09-18T14:32:40Z
      DOI: 10.1016/j.ijproman.2017.08.013
  • Managing complex projects in the infrastructure sector — A structural
           equation model for flexibility-focused project management
    • Authors: Per Erik Eriksson; Johan Larsson; Ossi Pesämaa
      Pages: 1512 - 1523
      Abstract: Publication date: November 2017
      Source:International Journal of Project Management, Volume 35, Issue 8
      Author(s): Per Erik Eriksson, Johan Larsson, Ossi Pesämaa
      Complex construction projects in the infrastructure sector are often beset with delays, which cause benefit shortfalls and increased costs. Prior project management literature and practice have mostly adopted a traditional control-focused approach, but recent research suggests that complex projects need more flexible practices to manage inevitable project change. Thus, the objectives of this study were to develop and empirically test a model for flexibility-focused project management practices to improve time performance in complex projects in the infrastructure sector. Based on empirical data from 138 construction projects procured and managed by the Swedish Transport Administration, the structural equation model shows that complexity and collaboration drive explorative learning, which improves adaptation and thereby improves time performance. Hence, the empirical test verifies that flexibility-focused project management practices based on collaboration, explorative learning, and adaptation enhance time performance in complex projects in the infrastructure sector.

      PubDate: 2017-09-18T14:32:40Z
      DOI: 10.1016/j.ijproman.2017.08.015
  • The mediating effects of in-role and extra-role behaviors on the
           relationship between control and software-project performance
    • Authors: Jack Shih-Chieh Hsu; Sheng-Pao Shih; Yuzhu Li
      Pages: 1524 - 1536
      Abstract: Publication date: November 2017
      Source:International Journal of Project Management, Volume 35, Issue 8
      Author(s): Jack Shih-Chieh Hsu, Sheng-Pao Shih, Yuzhu Li
      Research on project controls has mainly focused either on their direct effect on project outcomes, or on the joint effect of controls and other factors on such outcomes. A few studies have examined the impact of control mechanisms on teamwork processes, usually with the aim of ascertaining why a particular mechanism is needed, or how control affects final outcomes. This study goes further, exploring control mechanisms' influence on teamwork and how this influence, in turn, leads to changes in project performance. Moreover, while many past studies have only examined the extent to which controlees can effectively perform their tasks, this one looks at in-role and extra-role behaviors as process variables; and, instead of treating control as a single undifferentiated phenomenon, it models the integrated effects of formal and informal (clan) control on projects. Analysis of data collected from 220 practitioners shows that both types of formal control mechanisms and clan control had distinctive impacts on both in-role and extra-role behaviors, and that both these behavior types had identifiable impacts on project performance. When formal and clan control mechanisms were applied simultaneously, in-role behavior was reduced and extra-role behavior increased. We conclude with a discussion of our findings' implications for past and future control studies as well as for practitioners.

      PubDate: 2017-09-18T14:32:40Z
      DOI: 10.1016/j.ijproman.2017.08.008
  • The influence of local community stakeholders in megaprojects: Rethinking
           their inclusiveness to improve project performance
    • Authors: Francesco Di Maddaloni; Kate Davis
      Pages: 1537 - 1556
      Abstract: Publication date: November 2017
      Source:International Journal of Project Management, Volume 35, Issue 8
      Author(s): Francesco Di Maddaloni, Kate Davis
      This paper organizes and synthesizes different extant research streams through a systematic literature review to identify connections and major assumptions on the influence of stakeholders in major Public Infrastructure and Construction projects (PIC), at the local community level. Findings suggest that research on stakeholder management has focused strongly on those stakeholders able to control project resources, whilst the effect on the legitimate ‘secondary stakeholders’, such as the local community, remains widely unexplored. Due to the unavoidable impact of major PIC on both people and places, it is suggested that seeking local community opinions in the initiation phase of the project and monitoring the megaproject impact at the local level can help to improve project performance. The output provides scholars and practitioners with future research directions and practical implications for an inclusive stakeholder management approach in construction megaprojects.

      PubDate: 2017-09-25T13:58:20Z
      DOI: 10.1016/j.ijproman.2017.08.011
  • Exploring the interaction between vertical and shared leadership in
           information systems development projects
    • Authors: Jack Shih-Chieh Hsu; Yuzhu Li; Hua Sun
      Pages: 1557 - 1572
      Abstract: Publication date: November 2017
      Source:International Journal of Project Management, Volume 35, Issue 8
      Author(s): Jack Shih-Chieh Hsu, Yuzhu Li, Hua Sun
      Leadership is a critical issue in the management of information systems development (ISD) projects. Recently, the importance of shared leadership (SL) has been emphasized alongside traditional vertical leadership (VL). Based on role theory, this study investigates the interactions between VL and SL within ISD project teamwork. We first propose value diversity reduces system quality by preventing a project team from adopting SL strategies. We further hypothesize that interventions by the formally assigned leader will ease the negative impact of value diversity on SL, and provide remedies when the effectiveness of SL is low. We tested these concepts using data collected from 90 ISD teams, and the results aligned well with our expectations (1) that SL partially mediates the negative impact of value diversity on system quality, and (2) that effective VL can both mitigate the adverse impacts of value diversity on SL, and stabilize teamwork when SL is absent.

      PubDate: 2017-09-25T13:58:20Z
      DOI: 10.1016/j.ijproman.2017.08.009
  • Direct and indirect connections between type of contract and software
           project outcome
    • Authors: Magne Jørgensen; Parastoo Mohagheghi; Stein Grimstad
      Pages: 1573 - 1586
      Abstract: Publication date: November 2017
      Source:International Journal of Project Management, Volume 35, Issue 8
      Author(s): Magne Jørgensen, Parastoo Mohagheghi, Stein Grimstad
      This paper reports two empirical studies on how the use of different contract types affects, directly and indirectly, the outcomes of software projects. The first study evaluates the effect of contract type on project failure using information from a large international dataset of small-scale, outsourced software projects and tasks. The second study proposes and tests how the use of contracts is connected with project outcome using information about Norwegian software projects with a public client. Both studies find that the use of fixed price contracts is connected with a higher risk of project failure compared to time and materials types of contracts. The results from the second study suggest that different project outcomes with different contract types is explained by differences in how the provider is selected, how the client is involved in the project, the use of agile practices and the use of benefit management during project execution.

      PubDate: 2017-09-25T13:58:20Z
      DOI: 10.1016/j.ijproman.2017.09.003
  • Transitions of power in multi-actor information system projects
    • Authors: Endrit Kromidha
      Pages: 1587 - 1596
      Abstract: Publication date: November 2017
      Source:International Journal of Project Management, Volume 35, Issue 8
      Author(s): Endrit Kromidha
      Power and politics play an important role in multi-actor information systems where balancing change and stability can become a goal in itself. To investigate this, the paper looks at a project on the implementation of the electronic system of business registration in Albania, a developing country in transition. The study introduces the concept of Obligatory Passage Channels (OPCs), building on Actor-Network Theory (ANT) and the Circuits of Power Model (CPM). An OPC is defined as the mechanism that gives momentum to the flows of power in a multi-actor project network. Findings show that the social circuit of causal power is characterized by OPCs related to need and vision. The systemic circuit of facilitative power is shaped by OPCs related to coordination and capabilities. The episodic circuit of dispositional power is characterized by the interoperability OPC. This study contributes to a better understanding of network politics in multi-actor information system projects.

      PubDate: 2017-10-02T10:01:22Z
      DOI: 10.1016/j.ijproman.2017.08.010
  • The impact of technical standards on international project performance:
           Chinese contractors' experience
    • Authors: Zhen Lei; Wenzhe Tang; Colin Duffield; Lihai Zhang; Felix Kin Peng Hui
      Pages: 1597 - 1607
      Abstract: Publication date: November 2017
      Source:International Journal of Project Management, Volume 35, Issue 8
      Author(s): Zhen Lei, Wenzhe Tang, Colin Duffield, Lihai Zhang, Felix Kin Peng Hui
      In international construction, Chinese contractors encounter an ongoing challenge to achieve expected project cost and time performances. This is often attributed to the use of various foreign standards, which are substantially different from Chinese standards. There are limited studies that investigate the reasons why the difference in standards are creating this challenge. This study explores the reason for the difficulties by using a mixed method research with survey data collected from construction companies involving 170 experienced managers who were involved in 115 international projects. It also involved interviews with an additional 76 managers. The findings confirm that Chinese contractors perceived significant difficulties implementing international projects due to the lack of knowledge of the foreign standards. It is concluded that an enhanced understanding of foreign standards, particularly in Middle Eastern countries, will improve cost and time performances in international projects. Strategies of active learning, inter-organizational cooperation and adjustment of talent training mode are suggested for the international contractors to cope with the issue of standards implementation.

      PubDate: 2017-10-02T10:01:22Z
      DOI: 10.1016/j.ijproman.2017.09.002
  • The interaction effect between intra-organizational and
           inter-organizational control on the project performance of new product
           development in open innovation
    • Authors: Ping Lu; Shimei Yuan; Jianlin Wu
      Pages: 1627 - 1638
      Abstract: Publication date: November 2017
      Source:International Journal of Project Management, Volume 35, Issue 8
      Author(s): Ping Lu, Shimei Yuan, Jianlin Wu
      The importance of control in the success of a project was clearly established in project literature. However, the impact mechanisms of intra-organizational and inter-organizational control on the performance of new product development (NPD) performance did not receive considerable attention in the increasingly important context of open innovation. To fill this gap, this study explores intra-organizational and inter-organizational control and their interaction effect on NPD performance in open innovation. The results show that intra-organizational formal control and inter-organizational trust positively influence NPD performance, whereas intra-organizational professional control and inter-organizational contract control have no significant effect. The interaction effect between inter-organizational and inter-organizational control positively influence NPD performance. These findings provide new insights into effective control practices for improving NPD project performance in open innovation.

      PubDate: 2017-10-10T19:10:42Z
      DOI: 10.1016/j.ijproman.2017.09.009
  • Call for papers: Delivering value in projects and project-based business
    • Authors: Miia Martinsuo; Ole Jonny Klakegg; Alfons van Marrewijk
      Pages: 1655 - 1657
      Abstract: Publication date: November 2017
      Source:International Journal of Project Management, Volume 35, Issue 8
      Author(s): Miia Martinsuo, Ole Jonny Klakegg, Alfons van Marrewijk

      PubDate: 2017-10-17T13:00:41Z
      DOI: 10.1016/j.ijproman.2017.09.010
  • An island of constancy in a sea of change: Rethinking project
           temporalities with long-term megaprojects
    • Authors: Naomi Brookes; Daniel Sage; Andrew Dainty; Giorgio Locatelli; Jennifer Whyte
      Pages: 1213 - 1224
      Abstract: Publication date: October 2017
      Source:International Journal of Project Management, Volume 35, Issue 7
      Author(s): Naomi Brookes, Daniel Sage, Andrew Dainty, Giorgio Locatelli, Jennifer Whyte
      This paper examines the organizational phenomena of long-term projects. While research literature frames projects as “temporary organizations”, megaprojects have long initiation and delivery phases, lasting years sometimes decades, and deliver capital assets that are used for decades or centuries. Instead of short-duration activity within a fixed organizational context, these projects involve multiple temporalities, combining more and less temporary forms of organizing in the process of enactment. Using an example of a long-term infrastructural megaproject, a wind-farm, to illustrate the phenomenon, we contribute by articulating different temporalities associated with the delivery project, life-cycle; stakeholder organizations that set up the project; and special purpose vehicles through which it is delivered. Implications of these temporalities for project management research and practice are discussed with reference to understandings of risk and knowledge. We argue that focus on long-term projects and their multiple temporalities opens up new ways of thinking about projects as temporary organizations.

      PubDate: 2017-06-10T09:30:49Z
      DOI: 10.1016/j.ijproman.2017.05.007
  • The critical factors in managing relationships in international
           engineering, procurement, and construction (IEPC) projects of Chinese
    • Authors: Raktim Pal; Ping Wang; Xiaopeng Liang
      Pages: 1225 - 1237
      Abstract: Publication date: October 2017
      Source:International Journal of Project Management, Volume 35, Issue 7
      Author(s): Raktim Pal, Ping Wang, Xiaopeng Liang
      In International Engineering, Procurement, and Construction (IEPC) projects the main contractor carries out the work at distant sites for the project owner with support from multiple suppliers and/or subcontractors. Managing relationships with suppliers and/or subcontractors in such projects is even more critical due to additional dependency on them to complete the job. Yet it is not clear which factors influence such relationships in IEPC projects. This study intends to close this gap in the extant literature. Data has been collected from professionals involved in IEPC projects and it has been investigated how various aspects of relationship with suppliers and/or subcontractors may influence project outcomes. Logistic regression and neural networks have been used to analyze the data and subsequently identify four critical factors: service provided by suppliers and/or subcontractors, continuous improvement, supplier and/or subcontractor delivery reliability, and effective problem solving, which impact IEPC project success to the greatest extent. The findings suggest that the main contractors should pay particular attention to these aspects of relationship management.

      PubDate: 2017-06-14T12:59:26Z
      DOI: 10.1016/j.ijproman.2017.05.010
  • Collaborative model: Managing design changes with reusable project
           experiences through project learning and effective communication
    • Authors: Jeffrey Boon Hui Yap; Hamzah Abdul-Rahman; Wang Chen
      Pages: 1253 - 1271
      Abstract: Publication date: October 2017
      Source:International Journal of Project Management, Volume 35, Issue 7
      Author(s): Jeffrey Boon Hui Yap, Hamzah Abdul-Rahman, Wang Chen
      This paper empirically studies the importance of managing design changes in dealing with time delay and cost overruns in construction projects. The main objective of this paper is to identify the causes of design changes and the implications on the Malaysian construction projects measured in terms of cost and time. It also aims to determine how rework induced from the design changes is detrimental to project performance and to suggest recommendations on how to overcome the related problem with project learning and effective communication in building construction. To investigate the factors giving rise to design changes, a total of 43 causes were first identified through a comprehensive literature review. The factors are categorised into client, consultant, contractor, site and external-related themes. This is followed by a qualitative research study involving semi-structured interviews with 12 experienced industry practitioners comprising of clients, consultants, and contractors. Critical incident technique employing content analysis is used to analyse the interviews transcripts in detail to provide a rich picture of the causes of design changes, the implications for project delivery performance, enablers of effective communication, enablers of project learning and types of reusable project knowledge. The research findings were further integrated to develop a collaborative model to manage design changes using effective communication and project learning approach. This model highlights the importance of effective communication and project learning towards improving the level of competency and cohesiveness of project team in managing future projects. Capturing and sharing of reusable project experiences is essential towards maximising the benefits of past experiences (lessons learned), shortening the learning curve and adding value to future projects in design change management.

      PubDate: 2017-07-21T08:38:02Z
      DOI: 10.1016/j.ijproman.2017.04.010
  • Job burnout of construction project managers in China: A cross-sectional
    • Authors: Fan Yang; Xiaodong Li; Yimin Zhu; Yulong Li; Chunlin Wu
      Pages: 1272 - 1287
      Abstract: Publication date: October 2017
      Source:International Journal of Project Management, Volume 35, Issue 7
      Author(s): Fan Yang, Xiaodong Li, Yimin Zhu, Yulong Li, Chunlin Wu
      Construction project managers (CPMs) of contractors encounter a great deal of stress. The authors used job burnout as the core indicator of CPMs' chronic psychological stress. An occupation-oriented job burnout scale was developed based on MBI-GS. Then, a structural equation model was developed to investigate the cause and effect of job burnout among CPMs. The results show that CPMs suffer from a high level of job burnout, of which the major symptom is physical and mental fatigue. The highest level of job burnout occurs when CPMs reach their mid-forties, which highlighting their midlife professional crisis. Job stress significantly aggravates CPMs' job burnout, and rather than traditional project objective management, stakeholder relationship management is the main stressor. Direct and indirect mitigating effects on CPMs' job burnout are also obtained from the management system of construction companies. Additionally, job burnout ultimately causes poor health conditions among CPMs and increases their turnover intention.

      PubDate: 2017-07-21T08:38:02Z
      DOI: 10.1016/j.ijproman.2017.06.005
  • How to unleash the innovative work behavior of project staff' The role
           of affective and performance-based factors
    • Authors: Thomas Spanuth; Andreas Wald
      Pages: 1302 - 1311
      Abstract: Publication date: October 2017
      Source:International Journal of Project Management, Volume 35, Issue 7
      Author(s): Thomas Spanuth, Andreas Wald
      Although the literature generally presumes that temporary forms of organizing such as projects are especially suitable for generating innovation, empirical support for this assumption that goes beyond case-based evidence is still scarce. The study at hand aims to close this gap in research by investigating how the characteristics of temporary organizations (TOs) affect an individual's innovative work behavior (IWB). By applying a structural equation modeling approach on an Austrian-German sample of 583 TO professionals, it can be shown that both, performance-based factors and affective factors are having a significant impact on the emergence of IWB. However, the hypothesized moderating role of a TO-related reward system has not been validated. Our results can help project managers to more effectively unleash the creative potential of their project staff and to increase the innovativeness of project work.

      PubDate: 2017-07-27T21:58:52Z
      DOI: 10.1016/j.ijproman.2017.07.002
  • The concept of project space: Studying construction project teams from a
           spatial perspective
    • Authors: Petra M. Bosch-Sijtsema; Janni Tjell
      Pages: 1312 - 1321
      Abstract: Publication date: October 2017
      Source:International Journal of Project Management, Volume 35, Issue 7
      Author(s): Petra M. Bosch-Sijtsema, Janni Tjell
      Within this article the concept of space as a social phenomenon is discussed in relation to collaboration and knowledge sharing within construction design projects. Space has been neglected in project literature and we argue for the relevance to introduce a spatial focus in project literature. Through a qualitative study of three construction design project teams, we collected observations and interview data. In order to support collaboration and knowledge sharing in a project design team we found that (a) spatial awareness within a project space becomes relevant, (b) the possibility for all team members to influence the design, the physical presence of the client and a facilitating leadership style creates a trusting working environment, (c) and different perceptions of project space have implications for engaging in the space. A spatial perspective gives new insights in project teams and how space can support collaboration and knowledge sharing.

      PubDate: 2017-08-31T10:50:06Z
      DOI: 10.1016/j.ijproman.2017.05.009
  • Conceptualising the lessons-learned process in project management: Towards
           a triple-loop learning framework
    • Authors: Sue McClory; Martin Read; Ashraf Labib
      Pages: 1322 - 1335
      Abstract: Publication date: October 2017
      Source:International Journal of Project Management, Volume 35, Issue 7
      Author(s): Sue McClory, Martin Read, Ashraf Labib
      In order to improve success rates of project management, this conceptual paper proposes the inclusion of knowledge management and organisational learning through projects as core aspects of the process, from both individual and organisational perspectives. The lessons-learned process within the project management profession is scrutinised in an attempt to provide new models to overcome the difficulties that inhibit success. Empirical research data from 66 practitioners in an online qualitative survey have influenced the development of our conceptual model. We review single- and double-loop learning systems within the organisation environment, and develop a triple-loop of learning for projects that forms the basis of a new framework. This research will enable future development of processes for utilising the lessons-learned throughout the project life-cycle and the organisation.
      Graphical abstract image

      PubDate: 2017-08-31T10:50:06Z
      DOI: 10.1016/j.ijproman.2017.05.006
  • Special edition: Social responsibilities for the management of
    • Authors: Liyin Shen; Saixing Zeng; Vivian W.Y. Tam
      Pages: 1336 - 1337
      Abstract: Publication date: October 2017
      Source:International Journal of Project Management, Volume 35, Issue 7
      Author(s): Liyin Shen, Saixing Zeng, Vivian W.Y. Tam

      PubDate: 2017-08-31T10:50:06Z
      DOI: 10.1016/j.ijproman.2017.06.001
  • Managing social challenges in the nuclear decommissioning industry: A
           responsible approach towards better performance
    • Authors: Diletta Colette Invernizzi; Giorgio Locatelli; Naomi J. Brookes
      Pages: 1350 - 1364
      Abstract: Publication date: October 2017
      Source:International Journal of Project Management, Volume 35, Issue 7
      Author(s): Diletta Colette Invernizzi, Giorgio Locatelli, Naomi J. Brookes
      At the end of their lifecycle, several large infrastructure will have to be dismantled, presenting unfamiliar challenges. Therefore, project management will need to focus extensively on the delivery of successful decommissioning projects to meet stakeholders' expectations and funding constraints. While there is an extensive literature that investigates the techno-economic aspects of decommissioning, social aspects remain remarkably under-investigated. Even if stakeholder communication, involvement and engagement are widely believed to be key enablers for the success of a project, often the needs and preferences of local communities are neglected and a participatory-based form of dialogue averted. Consequently, decommissioning projects fail to meet their intended objectives. Focusing on the nuclear decommissioning industry, this paper addresses the literature gap concerning social responsibility. A deductive method to formulate and validate theories regarding the social challenges for decommissioning is developed through a review and analysis of salient case studies.

      PubDate: 2017-08-31T10:50:06Z
      DOI: 10.1016/j.ijproman.2016.12.002
  • The societal governance of megaproject social responsibility
    • Authors: Hanyang Ma; Saixing Zeng; Han Lin; Hongquan Chen; Jonathan J. Shi
      Pages: 1365 - 1377
      Abstract: Publication date: October 2017
      Source:International Journal of Project Management, Volume 35, Issue 7
      Author(s): Hanyang Ma, Saixing Zeng, Han Lin, Hongquan Chen, Jonathan J. Shi
      Megaprojects bear extensive and profound social responsibilities throughout the project lifecycle. The prolonged lifecycle and heterogeneous stakeholders of megaprojects have posed great challenges for the governance of the economic, social, and environmental issues involved. Hence, this study has elaborated on a conceptual governance framework to answer such crucial question: How to govern megaproject social responsibility' To be specific, the concept and characteristics of the governance of megaproject social responsibility have been proposed. Furthermore, a systematic framework of societal governance beyond corporate governance and public governance has been developed based on the “Business–Government–Society” view regarding megaproject social responsibility. We conclude that an integrative mechanism of corporations, the government, and the public is essentially required to facilitate and maintain efficient and effective societal governance, thus creating shared and sustainable value for all stakeholders throughout the megaproject lifecycle.

      PubDate: 2017-08-31T10:50:06Z
      DOI: 10.1016/j.ijproman.2017.01.012
  • Social responsibility research within the context of megaproject
           management: Trends, gaps and opportunities
    • Authors: Zhipeng Zhou; Chuanmin Mi
      Pages: 1378 - 1390
      Abstract: Publication date: October 2017
      Source:International Journal of Project Management, Volume 35, Issue 7
      Author(s): Zhipeng Zhou, Chuanmin Mi
      Due to its strategic significance, the implementation of megaprojects usually requires lots of social resources, which indicates that megaprojects have magnitude social responsibilities. Although researchers and practitioners have done a large amount of efforts within the domain of megaproject social responsibility, the relevant studies are still limited and scattered. Research into social responsibility of megaproject is not as well developed a field as other aspects of project management research. This study aims to review relevant studies in this area. A systematic process employing a four-phase search method, objective analysis and subjective analysis, helps to provide enough potential articles related to social responsibility in megaproject management, and to reduce arbitrariness and subjectivity involved in research topic analysis. Basic information such as publication year, type, and megaproject stage and type were analyzed to provide an overview of the research area. Cluster and word frequency analyses were used to explore classification of megaproject social responsibility research. As a result, three main research topics addressing the key questions were derived. In addition, four research gaps and the corresponding research agenda were identified. This detailed review provides the basis for further studies on social responsibilities within the context of megaproject management. The research trends and gaps can serve as motivation for researchers and practitioners to work on the next generation of the studies to support the sustainable development of megaprojects.
      Graphical abstract image

      PubDate: 2017-08-31T10:50:06Z
      DOI: 10.1016/j.ijproman.2017.02.017
  • Public participation performance in public construction projects of South
           China: A case study of the Guangzhou Games venues construction
    • Authors: Lin-lin Xie; Bo Xia; Yi Hu; Ming Shan; Yun Le; Albert P.C. Chan
      Pages: 1391 - 1401
      Abstract: Publication date: October 2017
      Source:International Journal of Project Management, Volume 35, Issue 7
      Author(s): Lin-lin Xie, Bo Xia, Yi Hu, Ming Shan, Yun Le, Albert P.C. Chan
      Over the past decade, public participation has been increasingly implemented in Chinese public construction projects (PCPs) to facilitate their smooth execution at the micro level and to promote collaborative governance at the macro level. However, only a limited number of studies have systematically evaluated participation performance in Chinese PCPs. This study aims to develop a public participation performance index (PPPI) for promoting the implementation of public participation in Chinese PCPs. An initial list of 15 key performance indicators (KPIs) was compiled through a literature review and refined by a pilot survey with selected experts. Based on this list, a questionnaire survey instrument was developed and used to collect the opinions of 192 participants with various stakeholder roles in different PCPs in South China. A composite PPPI for PCPs in South China, which consists of six out of 15 KPIs, was then constructed according to the survey results. The Guangzhou Asian Games venue construction was selected as a case study to illustrate the use of this index. The PPPI has great potential for future application in participation practices. Although this index is developed in China, the research method can be replicated in other developing countries to develop similar indices for international comparisons.

      PubDate: 2017-08-31T10:50:06Z
      DOI: 10.1016/j.ijproman.2017.04.003
  • Exploring the impact of megaproject environmental responsibility on
           organizational citizenship behaviors for the environment: A social
           identity perspective
    • Authors: Ge Wang; Qinghua He; Xianhai Meng; Giorgio Locatelli; Tao Yu; Xue Yan
      Pages: 1402 - 1414
      Abstract: Publication date: October 2017
      Source:International Journal of Project Management, Volume 35, Issue 7
      Author(s): Ge Wang, Qinghua He, Xianhai Meng, Giorgio Locatelli, Tao Yu, Xue Yan
      The importance of organizational citizenship behaviors for the environment (OCBEs) has been clearly established in the environmental literature. However, the OCBEs construct has rarely been examined in the specific and increasingly important realm of megaproject environmental responsibility (MER). To fill this gap, this paper presents an individual-level analysis that explores the impact of project participants' perceptions of MER practices on their environmental commitment and OCBEs. The results show that project participants' perceptions of MER practices directed toward internal stakeholders (i.e., stakeholders linked by project contracts) are positively related to their OCBEs. This relationship is partially mediated by the environmental commitment of project participants. Conversely, project participants' perceptions of MER practices directed toward external stakeholders (i.e., the local community and general public) have only an insignificant impact on their OCBEs. These findings provide new insights for managing MER practices to stimulate the emergence of OCBEs and thereby improve environmental performance.

      PubDate: 2017-08-31T10:50:06Z
      DOI: 10.1016/j.ijproman.2017.04.008
  • An indicator system for evaluating megaproject social responsibility
    • Authors: Han Lin; Saixing Zeng; Hanyang Ma; Ruochen Zeng; Vivian W.Y. Tam
      Pages: 1415 - 1426
      Abstract: Publication date: October 2017
      Source:International Journal of Project Management, Volume 35, Issue 7
      Author(s): Han Lin, Saixing Zeng, Hanyang Ma, Ruochen Zeng, Vivian W.Y. Tam
      Megaproject social responsibility (MSR) is fundamentally crucial for megaprojects' sustainable development. In order to provide an approach for effectively evaluating MSR, this study develops a holistic indicator system using a structured methodology and a quantitative analysis model. Addressing the multi-dimensionality of sustainability goals for the well-being of the wider society, the indicator system simultaneously integrates project life-cycle dynamism, stakeholder heterogeneity, and social responsibility interactivity. Furthermore, the indicator system is deliberately tailored for the translation of key issues of MSR into relevant measurements. The indicator system contains 25 indicators at the organizational level and 46 indicators at the project level—a structure which offers a novel typology to organize the attributes of MSR. Moreover, the results provide an alternative solution to the substantive improvement of MSR management—one that balances the interests of every stakeholder.

      PubDate: 2017-08-31T10:50:06Z
      DOI: 10.1016/j.ijproman.2017.04.009
  • Cost and time project management success factors for information systems
           development projects
    • Authors: Sanchez Marco; Alexandre Terlizzi Heverton Roberto Oliveira Cesar Moraes
      Abstract: Publication date: November 2017
      Source:International Journal of Project Management, Volume 35, Issue 8
      Author(s): Otávio Próspero Sanchez, Marco Alexandre Terlizzi, Heverton Roberto de Oliveira Cesar de Moraes
      Successful development of Information Systems (IS) Projects has been a source of competitive advantage for many organizations. This paper proposes the Cost and Time Project Management Success – CTPMS, an essential measure in this context because projects must dynamically address cost and time success under an agreed scope. The goal of the paper is to identify the project management practices through which an organization can optimize the CTPMS of IS development projects. Because multiple factors can influence project management success, we analyze a real-world sample of 899 IS projects of a leading bank, using hierarchical models to account for the effects of predictors at four levels of analysis: portfolio network, project, project manager, and team. In addition to proposing and discussing a new measure of project management success for information systems development projects, we identified that project size, duration, postponement, and project manager formal power showed positive effects, whereas team size and team allocation dispersion presented negative effects. The results suggest guidance for factors such as team member allocation and prioritization, among others.

      PubDate: 2017-10-10T19:10:42Z
  • Impact of integration management on construction project management
    • Authors: Sevilay Demirkesen; Beliz Ozorhon
      Abstract: Publication date: November 2017
      Source:International Journal of Project Management, Volume 35, Issue 8
      Author(s): Sevilay Demirkesen, Beliz Ozorhon
      Construction project performance relies on different dimensions of project management. Among those, integration management is of paramount importance since effective project management starts with the integration of processes and people within a construction project. This study investigates the influence of various components of integration management on construction project management performance and quantifies the relationship between those components and integration management. The proposed components of integration management are the development of a project charter, knowledge integration, process integration, staff integration, supply chain integration, and integration of changes; whereas the dimensions of project management performance are time, cost, quality, safety, and client satisfaction. A questionnaire was designed and administered to construction professionals and data from 121 projects was analyzed using structural equation modeling. The data was analyzed by using software, called SPSS AMOS. The findings of the research indicate that integration management has a strong impact on project management performance. The study contributes to the project management body of knowledge in that it develops a conceptual framework consisting of specific components for integration management, reveals the impact of integration management on performance, and proposes several tools and strategies for enabling effective integration along the project life cycle. Industry practitioners may benefit from the framework developed by considering the components proposed and following strategies recommended for construction phases.

      PubDate: 2017-10-10T19:10:42Z
  • Reflections on Rodney Turner's impact and the future of the field: An
           interview with Aaron Shenhar, Jeffrey Pinto and Graham Winch
    • Authors: Aaron Shenhar; Jeffrey Pinto; Graham Winch; Martina Huemann
      Abstract: Publication date: Available online 2 October 2017
      Source:International Journal of Project Management
      Author(s): Aaron Shenhar, Jeffrey Pinto, Graham Winch, Martina Huemann
      In this interview with Aaron Shenhar, Jeffrey Pinto and Graham Winch, we probe the influence of Rodney's work on the field as it is, in terms of how it is developing now, and how it will develop into the future. Based on three questions asked by the interviewer Martina Huemann we get insights about 1) What these three leading scholars consider to be Rodney Turner's major contributions 2) How their work intersects with or has been influenced by Rodney's, and finally, 3) Which important issues and trends they see for the future of the field'

      PubDate: 2017-10-10T19:10:42Z
      DOI: 10.1016/j.ijproman.2017.09.004
  • Our tribute to Rodney – And the importance of Goal Directed Project
    • Authors: Erling S. Andersen; Kristoffer V. Grude
      Abstract: Publication date: Available online 29 September 2017
      Source:International Journal of Project Management
      Author(s): Erling S. Andersen, Kristoffer V. Grude
      The book “Goal Directed Project Management” has had great success over the years and contributed to the development of project management scholarship. However, the story behind the first English edition of the book is also important in explaining the role Rodney Turner has come to play in the project management community and his decision to choose an academic career in this field. Below, we trace these events and outline the main ideas at the heart of the book.

      PubDate: 2017-10-02T10:01:22Z
      DOI: 10.1016/j.ijproman.2017.09.005
  • Editorial Valete
    • Authors: Rodney Turner
      Abstract: Publication date: Available online 28 September 2017
      Source:International Journal of Project Management
      Author(s): Rodney Turner

      PubDate: 2017-10-02T10:01:22Z
      DOI: 10.1016/j.ijproman.2017.09.001
  • The project-oriented organization and its contribution to innovation
    • Authors: Hans Georg Gemünden; Patrick Lehner; Alexander Kock
      Abstract: Publication date: Available online 13 September 2017
      Source:International Journal of Project Management
      Author(s): Hans Georg Gemünden, Patrick Lehner, Alexander Kock
      This paper presents a new conceptualization of the project-oriented organization. The project-oriented organization is conceptualized as an entrepreneurial, future- and stakeholder-oriented innovating organization, which uses projects as temporary, task-focused organizations, to define, develop, and implement its strategies, to transform its structure, culture and behavior, and to define and develop new products, services, and business models. The concept of the project-oriented organization consists of the three segments (1) values, (2) structures, and (3) people. For each segment three important areas are described, which characterize a project-oriented organization. The model is theoretically based on a wide spectrum of management disciplines: (1) The orientations in the value segment have been developed in entrepreneurship, strategic management and technology and innovation management; (2) The foundations for the design of the socio-technical artefacts in the structure segment of derived from organizational design, planning and controlling, and ICT systems theory; (3) The foundations for the elements of the human side come from organizational behavior, human resource management, and knowledge management theories. Our model shows a clear linkage to these theories, references key articles, and gives special consideration to empirical studies in the realm of projects, programs, project portfolios, and project-based or project-oriented organizations. Thus, our assumption that the elements of our model are supposed to increase project success, innovation success, and business success is based on empirical evidence.

      PubDate: 2017-09-18T14:32:40Z
      DOI: 10.1016/j.ijproman.2017.07.009
  • Project governance, benefit management, and project success: Towards a
           framework for supporting organizational strategy implementation
    • Authors: Ata ul Musawir; Carlos Eduardo Martins Serra; Ofer Zwikael; Imran Ali
      Abstract: Publication date: Available online 7 September 2017
      Source:International Journal of Project Management
      Author(s): Ata ul Musawir, Carlos Eduardo Martins Serra, Ofer Zwikael, Imran Ali
      There is growing pressure on project managers to demonstrate the value of their projects to the funding organization. However, most projects lack a robust process for realizing such strategic value. While the literature recognizes the importance of project governance for enabling benefits realization, this research area lacks empirical evidence. Accordingly, this paper analyzes the relationships between effective project governance, benefit management, and project success. A scale for evaluating effective project governance was developed and validated based on feedback from 21 project governance experts. Subsequently, an international survey of 333 projects was used to test proposed relationships. The results indicate effective project governance improves project success both directly and through an enhanced benefit management process. Additionally, the most effective project governance and benefit management practices for improving project success are identified, such as the development and monitoring of a high quality project business case. The resulting model sets the foundations for a theory that explains how effective project governance enhances project success and enables the realization of strategic objectives through projects.

      PubDate: 2017-09-12T23:06:50Z
      DOI: 10.1016/j.ijproman.2017.07.007
  • The management of the project-based organization: A personal reflection
    • Authors: J. Rodney Turner
      Abstract: Publication date: Available online 4 September 2017
      Source:International Journal of Project Management
      Author(s): J. Rodney Turner
      In this paper I make a personal reflection on my research and writings in the field of Project Management over the past 30years. My research has primarily been about the management of the project-based organization. Within that I have researched governance, organizational behaviour, contingency, marketing, success and shareholder value.

      PubDate: 2017-09-06T17:17:23Z
      DOI: 10.1016/j.ijproman.2017.08.002
  • Responsible forms of project management education: Theoretical plurality
           and reflective pedagogies
    • Authors: Svetlana Cicmil; Hugo Gaggiotti
      Abstract: Publication date: Available online 26 August 2017
      Source:International Journal of Project Management
      Author(s): Svetlana Cicmil, Hugo Gaggiotti
      The paper aims to revive an interest in the notion of responsible project management education (RPME) in the context of related contemporary debates about the integration of reflexivity, ethics and sustainability in the business schools' curricula; the purpose, values and effectiveness of university education; and practical relevance of business and management courses, to mention only a few. We offer an interpretation of what RPME at university level may mean concerning the practice of curriculum design and pedagogy of project management courses in light of a perceived nature of project management theory and the field as practised. We argue that responsible project management education should make the theorising of the process of projectification, relational complexity and practical wisdom (combining prudence, instrumental and value rationality) accessible and appealing to all involved and should pursue experiential reflective learning. To illustrate how it may work in practice, we reflect on our longstanding experience with designing and delivering a PM module for an MBA programme. Apart from the challenge with maintaining the requisite diversity of the teaching team and practitioners' input into the course, we illuminate some benefits and challenges as perceived by the participating students. These are: discomfort caused by encountering a different ‘project management’; excitement in embracing the unexpected; light-bulb moments in redefining one's own understanding of PM practice and in finding a new way of understanding and dealing with a specific situation in the workplace.

      PubDate: 2017-08-31T10:50:06Z
      DOI: 10.1016/j.ijproman.2017.07.005
  • When ‘knowing what’ is not enough: Role of organised simulations for
           developing effective practice
    • Authors: Liz Lee-Kelley
      Abstract: Publication date: Available online 26 August 2017
      Source:International Journal of Project Management
      Author(s): Liz Lee-Kelley
      A decade on from the Rethinking Project Management (PM) network, concerns about the relevance gap continue with a number of multinationals looking explicitly to alternative strategies and forms of PM staff development. The literature is light on how project simulations can help the development of experienced managers as reflective experts. Few have examined the link between intended learning outcomes and real-time performance. Posing the question of “how easily is knowledge developed in the classroom transformed into effective practice'” the paper presents a chronological account of a 3-day simulated project by 25 experienced managers. Despite their prior experience and learning from shared problem-solving and structured reflections, participants struggled to deliver their projects as planned. Analysis referencing the knowledge epistemology and ambidexterity literatures yielded a number of design improvement opportunities and the insight that closing the knowing-doing gap requires courses to incorporate the ‘soft’ perceptual and attitudinal aspects underlying why people fail to convert their learning into effective practice.

      PubDate: 2017-08-31T10:50:06Z
      DOI: 10.1016/j.ijproman.2017.08.003
  • A doctoral journey – In the steps of J Rodney Turner
    • Authors: Lynn Crawford
      Abstract: Publication date: Available online 25 August 2017
      Source:International Journal of Project Management
      Author(s): Lynn Crawford
      Interest in project related doctorates is increasing, and Dr J Rodney Turner has led the way as a supervisor, encouraging and guiding prospective doctoral candidates while extending the field of project studies often in new directions. This short paper offers insights into the doctoral journey from the perspective of both student and supervisor as it follows the experience of a doctoral candidate supervised by Dr Turner. The aim is to celebrate Dr Turner's contribution as a project researcher and doctoral supervisor and to offer useful guidance to doctoral supervisors following in his footsteps and to those interesting in embarking on a doctoral journey.

      PubDate: 2017-08-31T10:50:06Z
      DOI: 10.1016/j.ijproman.2017.08.001
  • Projectification in Western economies: A comparative study of Germany,
           Norway and Iceland
    • Authors: Yvonne-Gabriele Schoper; Andreas Wald; Helgi Thor Ingason; Thordur Vikingur Fridgeirsson
      Abstract: Publication date: Available online 23 August 2017
      Source:International Journal of Project Management
      Author(s): Yvonne-Gabriele Schoper, Andreas Wald, Helgi Thor Ingason, Thordur Vikingur Fridgeirsson
      Projectification has become a buzzword. Although repeated claims of an increasing projectification were often supported by illustrative, case-based evidence, a systematic and complete measurement of projectification of an entire economy - including all sectors and project types - is still missing. A more precise and reliable measurement of the degree of projectification can be helpful for underlying the importance of project management both for research and practice. This paper presents the results of a comparative study in three Western economies: Germany, Norway, and Iceland. Projectification was measured as the share of project work on total work. This allows for a systematic comparison between countries and sectors. We show that although differences exist among the countries regarding their size and industry structure, the share of project work in advanced economies seems to be about one third. However, comparing the different countries demonstrates that important differences exist for individual sectors.

      PubDate: 2017-08-31T10:50:06Z
      DOI: 10.1016/j.ijproman.2017.07.008
  • Complexity, uncertainty and mental models: From a paradigm of regulation
           to a paradigm of emergence in project management
    • Authors: Pierre A. Daniel; Carole Daniel
      Abstract: Publication date: Available online 16 August 2017
      Source:International Journal of Project Management
      Author(s): Pierre A. Daniel, Carole Daniel
      In project management research, it is acknowledged that two perspectives on project performance must be considered: project efficiency (delivering efficient outputs) and project success (delivering beneficial outcomes). The first perspective is embedded in a deterministic paradigm of project management, while the second appears more naturally connected to the emerging non-deterministic paradigm. Complexity and uncertainty are key constructs frequently associated with the non-deterministic paradigm. This conceptual paper suggests that these two concepts could very well explain and define particularities of both paradigms, and seeks to articulate both perspectives in a contingent model. First, the constructs of complexity and uncertainty are clarified. Second, the role of project managers' mental models in managerial decision-making is considered. In the third part of this article, we propose a theoretical model suggesting that project managers should consider contingent variables to differentiate managerial conditions of regulation from managerial conditions of emergence.

      PubDate: 2017-08-31T10:50:06Z
      DOI: 10.1016/j.ijproman.2017.07.004
  • Social conflict management framework for project viability: Case studies
           from Korean megaprojects
    • Authors: Changjun Lee; Jin Woo Won; Woosik Jang; Wooyong Jung; Seung Heon Han; Young Hoon Kwak
      Abstract: Publication date: Available online 12 August 2017
      Source:International Journal of Project Management
      Author(s): Changjun Lee, Jin Woo Won, Woosik Jang, Wooyong Jung, Seung Heon Han, Young Hoon Kwak
      Traditionally, conflict management in construction projects has focused on disagreement among internal stakeholders, such as employer, contractors, and subcontractors. However, as social consciousness and personal welfare demands increase, social conflicts among external stakeholders, such as local residents, local and central governments, and NGOs, have become more critical factors in enhancing project viability. In Korea, these conflicts have an impact of US $70 billion annually on social costs. To alleviate social conflicts and costs, this study aims to propose a conflict management framework based on twenty-two representative public construction projects. This study identifies and frames the various causes, impacts, and resolutions of conflicts through the case history of project viability. Through these findings, five types of conflict scenarios were derived: project termination, early mitigation, late mitigation, project enforcement, and late occurrence. Furthermore, this study suggests root causes, pathway of conflict propagation, and characteristics of each conflict scenario, which will assist project stakeholders in developing sustainable management for conflict solutions in line with each project's unique situation.

      PubDate: 2017-08-31T10:50:06Z
      DOI: 10.1016/j.ijproman.2017.07.011
  • A profession but not a career' Work identity and career satisfaction
           in project management
    • Authors: David McKevitt; Ronan Carbery; Aoife Lyons
      Abstract: Publication date: Available online 5 August 2017
      Source:International Journal of Project Management
      Author(s): David McKevitt, Ronan Carbery, Aoife Lyons
      Project careers typify contemporary career theories that place the individual, rather than the organisation, as the sole architect of employability and career satisfaction. However, a gap now exists between the strategic importance of projects and the ability of permanent organisations to support and develop the project management role. Using survey data (N=207) of IT project managers our theoretical framework hypothesizes relationships between project management identity and career satisfaction, and the moderating effect of how project managers relate to their role as a job, career or calling. Findings suggest that project managers with a high level of professional identification achieve validation from external project networks reducing the reliance on internal organisational support. However, not all project managers relate to their role as a career. The article discusses the implications for project careers, professionalization and organisation support.

      PubDate: 2017-08-31T10:50:06Z
      DOI: 10.1016/j.ijproman.2017.07.010
  • Combining formal controls and trust to improve dwelling fit-out project
           performance: A configurational analysis
    • Authors: Yan Ning
      Abstract: Publication date: October 2017
      Source:International Journal of Project Management, Volume 35, Issue 7
      Author(s): Yan Ning
      Despite an increasing emphasis on combining formal control and trust to improve project performance, it is still empirically not known that how formal control and trust combined could contribute to project success. To bridge this gap in knowledge, this study aims to investigate how combination of formal control and trust would give rise to high project performance through a configurational analysis. A questionnaire-survey of 265 dwelling fit-out projects was undertaken in China. Data were analyzed through fuzzy set Qualitative Comparative Analysis. The configurational analysis in the end identified four equifinal combinations of formal control and trust that could result in project success. This study contributes to the control-trust nexus literature by empirically presenting a configurational solution.

      PubDate: 2017-07-07T18:07:08Z
  • Projects to create the future: Managing projects meets sustainable
    • Authors: Martina Huemann; Gilbert Silvius
      Abstract: Publication date: Available online 17 May 2017
      Source:International Journal of Project Management
      Author(s): Martina Huemann, Gilbert Silvius

      PubDate: 2017-05-20T14:35:24Z
      DOI: 10.1016/j.ijproman.2017.04.014
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