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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  [3177 journals]
  • A model to control environmental performance of project execution process
           based on greenhouse gas emissions using earned value management
    • Authors: Abdollah Abdi; Sharareh Taghipour; Homayoun Khamooshi
      Pages: 397 - 413
      Abstract: Publication date: April 2018
      Source:International Journal of Project Management, Volume 36, Issue 3
      Author(s): Abdollah Abdi, Sharareh Taghipour, Homayoun Khamooshi
      In response to recent climate change, which is believed to be attributed to the release of greenhouse gas (GHG) emissions, many countries are placing CO2 abatement programs such as carbon tax and cap-and-trade. Projects do have a significant share in GHGs and therefore their environmental performance, like their schedule and cost performance, should be monitored and controlled. Although many large projects would pass an environmental assessment in the project evaluation phase, the issue of environmental performance monitoring during the project execution phase has not been addressed in project management methodologies. The objective of this paper is to develop a model to estimate project GHG emissions, and to measure project GHG performance using the developed metrics, which can be used at any point in time over the life of a project. A comprehensive study is conducted to collect information on GHG emission factors of various project activity data (such as material use, energy and fuel consumption, transportation, etc.), and a user form interface is developed to calculate the total GHG of an activity. Also, a breakdown structure is proposed which supports managing all the project GHG accounts. The monitoring and control model is formulated based on the logic used in earned value management (EVM) methodology. The proposed model is then implemented to a work package of a real construction project. The results present the project initial GHG plan and show that the model is able to calculate project GHG variance by the reporting date and predict project final GHG based on a project GHG performance index. The method presented in this paper is general and can be applied to any type of projects in an organization that aims to reduce its carbon footprint. The same structure can be applied to monitor and control any other environmental impact associated with project execution process.

      PubDate: 2018-02-05T09:55:38Z
      DOI: 10.1016/j.ijproman.2017.12.003
  • Improving the risk quantification under behavioural tendencies: A tale of
           construction projects
    • Authors: Muhammad Umer Farooq; Muhammad Jamaluddin Thaheem; Husnain Arshad
      Pages: 414 - 428
      Abstract: Publication date: April 2018
      Source:International Journal of Project Management, Volume 36, Issue 3
      Author(s): Muhammad Umer Farooq, Muhammad Jamaluddin Thaheem, Husnain Arshad
      Complex construction projects are risky owing to several features and factors. Their management involves risk assessment which is subjected to various behavioural tendencies and the existing body of knowledge lacks appropriate methods to quantify these effects. The prevalent standard model of Expected Utility Theory does not differentiate between threat and opportunity, resulting into an identical estimation for both facets of risk. This limitation was addressed by Prospect Theory which better captures risk preferences. However, construction industry still relies upon conventional methods of risk assessment. The current study introduces a weighting function to better quantify the cognitive errors in construction risk assessment by adjusting the over- and under-estimation. In doing so, detailed scenario-based, semi-structured interviews are conducted engaging senior professionals. It is found that, typically, opportunities are underestimated by 7.5% and threats are overestimated by 8%. Integrating these findings into risk response strategies results into a realistic and effective resource allocation.

      PubDate: 2018-02-05T09:55:38Z
      DOI: 10.1016/j.ijproman.2017.12.004
  • Interplay of relational and contractual governance in public-private
           partnerships: The mediating role of relational norms, trust and partners'
    • Authors: Camilo Benítez-Ávila; Andreas Hartmann; Geert Dewulf; Jörg Henseler
      Pages: 429 - 443
      Abstract: Publication date: April 2018
      Source:International Journal of Project Management, Volume 36, Issue 3
      Author(s): Camilo Benítez-Ávila, Andreas Hartmann, Geert Dewulf, Jörg Henseler
      Defining the nature of the relationship between contractual and relational governance is critical for understanding how to maintain commitment and coordination between private and public organizations in long-term partnerships. In this study, a theoretical model explains Public-Private Partnership (PPP) project performance as the result of a mediation process. Contractual and relational governance elements operate sequentially with relational elements (relational norms and trust), playing a mediating role between contractual elements, project actors' behaviour and final performance. Based on the analysis of a survey of PPP practitioners in The Netherlands, and using Consistent Partial Least Squares Modeling, the study provides empirical support for these mediating effects. The findings are aligned with the idea that both economic incentives and hierarchical relationships formalized in contract agreements require being internalized in working practices by means of informal and socially based mechanisms. The enabling and compensating mechanisms underlying the mediation role of relational governance elements are discussed. Managers can particularly find in relational norms a leverage point for designing collaborative day-to-day practices aimed at reinforcing trust and long-term contractual obligations.

      PubDate: 2018-02-05T09:55:38Z
      DOI: 10.1016/j.ijproman.2017.12.005
  • Project capabilities for operational outcomes in inter-organisational
           settings: The case of London Heathrow Terminal 2
    • Authors: Vedran Zerjav; Andrew Edkins; Andrew Davies
      Pages: 444 - 459
      Abstract: Publication date: April 2018
      Source:International Journal of Project Management, Volume 36, Issue 3
      Author(s): Vedran Zerjav, Andrew Edkins, Andrew Davies
      Project and strategic management scholarship recognises the importance of project capabilities that allow firms to deliver projects. Although work on project capabilities is a fast-growing line of inquiry, little is still known about how clients assemble project capabilities to achieve operational outcomes in inter-organisational settings. This study seeks to apply theoretical work on project capabilities to the domain of infrastructure project delivery in order to understand how the assembly of project capabilities in temporary inter-organisational settings contributes to the delivery of operational outcomes. The empirical enquiry takes place in the context of the delivery of London Heathrow Terminal 2. Through an inductive theory building approach drawing upon semi-structured interviews with client-side project leadership, internal documents, publicly available data and ongoing engagement with the field, we identified three key capability-enabling mechanisms that help explain the genesis of project capabilities in inter-organisational settings: (1) reconfiguring project capabilities, (2) adapting project capabilities and (3) maintaining project capabilities. We discuss and expand these findings by engaging with theoretical ideas from project studies, and mainstream strategy, organisation, and management research to induce a dynamic model that can be helpful to guide future research, policy and management practices relating to the client side management of project capabilities.

      PubDate: 2018-02-05T09:55:38Z
      DOI: 10.1016/j.ijproman.2018.01.004
  • The utopia of order versus chaos: A conceptual framework for governance,
           organizational design and governmentality in projects
    • Authors: Magali Simard; Monique Aubry; Danielle Laberge
      Pages: 460 - 473
      Abstract: Publication date: April 2018
      Source:International Journal of Project Management, Volume 36, Issue 3
      Author(s): Magali Simard, Monique Aubry, Danielle Laberge
      Images of utopia of order and chaos can serve to depict paradoxes observed in projects by illustrating the ongoing challenges presented by formal organization and informal social structure at the interface of temporary/permanent organizing. This paper develops a conceptual framework that shows that governance, organizational design and governmentality are all essential to an understanding of projects. We seek to clarify these concepts and to consider temporalities in the organizational project management context. This implies examining temporary/permanent organizing interaction at macro-meso-micro levels and challenging the traditional categorization of the formal and the informal aspects into two different and isolated streams of research. The paper offers a theoretical contribution to project studies by creating a bridge between process theory, the sensemaking perspective and the study of organizational project management. It also contributes to practice through the framework's analytical potential and improved understanding of the relationship between governance and organizational design.

      PubDate: 2018-02-05T09:55:38Z
      DOI: 10.1016/j.ijproman.2018.01.003
  • Program integration in multi-project change programs: agency in
           integration practice
    • Abstract: Publication date: May 2018
      Source:International Journal of Project Management, Volume 36, Issue 4
      Author(s): Lauri Vuorinen, Miia Martinsuo
      Multi-project change programs pursue challenging goals and may suffer from uncertainty and conflicting interests. To achieve their goals, such programs need integration both with the parent organization and between projects. There is a need for knowledge on how program actors implement integration. This study pursues new knowledge on program actors' agency in program integration in the context of multi-project change programs. Two case programs in different contexts were explored, to map their integration mechanisms and program actors' integration activities during the program lifecycle. The results reveal five integration tasks, the program-specific use of integration mechanisms, differences in the integration approach between the two programs, and the parent organization's input at the program front end in defining the program's requisite autonomy. The organization's maturity in project-based organizing, the program and project managers' competence, and the autonomy enabled at the program front end are shown to define the programs' integration practice.

      PubDate: 2018-02-26T14:14:18Z
  • Modeling managerial behavior in real options valuation for project-based
    • Abstract: Publication date: May 2018
      Source:International Journal of Project Management, Volume 36, Issue 4
      Author(s): Mohammad Saied Andalib, Mehdi Tavakolan, Behrouz Gatmiri
      Project valuation, as a decision-making tool for initiating investments in projects, should be able to value project flexibilities and incorporate reasonable risk preferences of relevant decision makers. Real options valuation methods are the available approaches for valuing project flexibilities, whereas they have shortcomings in considering managers’ reasonable risk preferences in project decisions. Therefore, researchers have suggested approximating the perspective on risk of real options methods and practitioners in project management. This study proposes a fair real options valuation for project-based environments by a behavioral economic approach, which adopts binomial lattice method, Monte-Carlo simulation, and cumulative prospect theory. The results show that behavioral factors such as ‘risk attitude’ and ‘loss aversion’ should be accepted in project investment decisions while limited to an acceptable amount depending on the project conditions (e.g. uniqueness of decision-making scenarios). This research contributes to the project management domain by enhancing project investment decisions that include project flexibilities.

      PubDate: 2018-02-26T14:14:18Z
  • Collaboration and opportunism as mediators of the relationship between NPD
           project uncertainty and NPD project performance
    • Abstract: Publication date: Available online 13 February 2018
      Source:International Journal of Project Management
      Author(s): Ki-Hyun Um, Sang-Man Kim
      This study aims to conceptualize NPD (New Product Development) project uncertainty and investigate how the project uncertainty influences project performance through collaboration and opportunism. An empirical examination is conducted to test such relationships within the scope of Korean manufacturing firms, which are currently engaging in NPD projects with their key partner. Structural equation modeling (SEM) is performed to prove proposed hypotheses. The empirical findings suggested that higher level of project uncertainty leads to collaboration and opportunism and that these two factors come into play in project performance in an opposing way: collaboration serves as a driver of project performance whereas opportunism acts as a barrier against it.

      PubDate: 2018-02-26T14:14:18Z
  • Special issue: When project management meets international development,
           what can we learn'
    • Authors: Lavagnon A. Ika; Jonas Söderlund; Lauchlan T. Munro; Paolo Landoni
      Pages: 331 - 333
      Abstract: Publication date: February 2018
      Source:International Journal of Project Management, Volume 36, Issue 2
      Author(s): Lavagnon A. Ika, Jonas Söderlund, Lauchlan T. Munro, Paolo Landoni

      PubDate: 2017-12-26T20:12:38Z
      DOI: 10.1016/j.ijproman.2017.05.005
  • Do classics exist in megaproject management'
    • Authors: Bent Flyvbjerg; J. Rodney Turner
      Pages: 334 - 341
      Abstract: Publication date: February 2018
      Source:International Journal of Project Management, Volume 36, Issue 2
      Author(s): Bent Flyvbjerg, J. Rodney Turner
      This special issue asks, “Do classics exist in megaproject management'” We identify three types of classics: conventional, Kuhnian, and citation classics. We find that the answer to our question depends on the definition of “classic” employed. First, “citation classics” do exist in megaproject management, and they perform remarkably well when compared to the rest of the management literature. A preliminary Top Ten of citation classics is presented. Second, there is no indication that “conventional classics” exist in megaproject management, i.e., texts recognized as definitive by a majority of experts. Third, there is also no consensus as to whether “Kuhnian classics" exist, i.e., texts with paradigmatic clout. The importance of classics seems to be accepted, however, just as work to develop, discuss, and consolidate classics is seen as essential by megaproject scholars. A set of guidelines is presented for developing classics in megaproject management research.

      PubDate: 2017-12-26T20:12:38Z
      DOI: 10.1016/j.ijproman.2017.07.006
  • Bibliographic and comparative analyses to explore emerging classic texts
           in megaproject management
    • Authors: Yongkui Li; Yujie Lu; John E. Taylor; Yilong Han
      Pages: 342 - 361
      Abstract: Publication date: February 2018
      Source:International Journal of Project Management, Volume 36, Issue 2
      Author(s): Yongkui Li, Yujie Lu, John E. Taylor, Yilong Han
      Megaproject management (MPM) is a highly complex emerging research field with fragmental and diversified traits. Understanding the work on MPM and its classic texts can help advance the current body of knowledge significantly. However, to date, few quantitative methods exist that can determine the classic texts in MPM. This study aims to investigate the potential emergence of studies on MPM on the basis of bibliometric techniques. We conducted a bibliographic meta-network analysis for the most cited classic texts in five selected management theories as a reference group. By comparing the results from the reference group and from MPM, we identified and discussed several key features in the current MPM studies. This study bridges the gap in the quantitative identification and evaluation of classic texts in MPM theory, and lays out a road map for the future development of MPM theory.

      PubDate: 2017-12-26T20:12:38Z
      DOI: 10.1016/j.ijproman.2017.05.008
  • The making and impacts of a classic text in megaproject management: The
           case of cost overrun research
    • Authors: Matti Siemiatycki
      Pages: 362 - 371
      Abstract: Publication date: February 2018
      Source:International Journal of Project Management, Volume 36, Issue 2
      Author(s): Matti Siemiatycki
      This paper presents a case study of the making and impacts of a classic text in the field of megaproject management. It focuses on Bent Flyvbjerg, Mette Skamris Holm and Søren Buhl's article Cost Underestimation in Public Works Projects: Error or Lie', which was published in the Journal of the American Planning Association in 2002. The paper shows that classic texts can have a significant impact on megaproject planning theory and practice. Within the academy, classic texts are those that are widely cited and come to define the theoretical terrain, types of research questions that are asked and methods used in subsequent research. They also directly contribute to new megaproject planning methods and shape the public discourse on megaproject delivery. The paper concludes by identifying the key ingredients that make a classic text.

      PubDate: 2017-12-26T20:12:38Z
      DOI: 10.1016/j.ijproman.2016.07.003
  • Classics in megaproject management: A structured analysis of three major
    • Authors: Julien Pollack; Christopher Biesenthal; Shankar Sankaran; Stewart Clegg
      Pages: 372 - 384
      Abstract: Publication date: February 2018
      Source:International Journal of Project Management, Volume 36, Issue 2
      Author(s): Julien Pollack, Christopher Biesenthal, Shankar Sankaran, Stewart Clegg
      The paper explores three texts in the field of megaproject management that intersubjectively, in terms of community sentiment, might be considered ‘classics’. We deploy four criteria for a structured analysis that determines if the status of the works in question may be considered classic. The works examined are Megaprojects and Risk: An Anatomy of Ambition by Flyvbjerg, Bruzelius and Rothengatter; (2003) The Anatomy of Major Projects by Morris and Hough (1987) and Industrial Megaprojects by Merrow (2011). Based on these works we conclude with a prospectus for future research that will serve to develop the field of research into megaproject management.

      PubDate: 2017-12-26T20:12:38Z
      DOI: 10.1016/j.ijproman.2017.01.003
  • The fate of ideals in the real world: A long view on Philip Selznick's
           classic on the Tennessee Valley Authority (TVA)
    • Authors: Atif Ansar
      Pages: 385 - 395
      Abstract: Publication date: February 2018
      Source:International Journal of Project Management, Volume 36, Issue 2
      Author(s): Atif Ansar
      Philip Selznick’s first book—TVA and the Grass Roots: A Study in the Sociology of Formal Organization, 1949 TGR—tells the story of how the the ideals of the Tennessee Valley Authority (TVA) were thwarted by the reality of political pressures from its environment. Although TGR boasts one of the highest citations for a scholarly work in management, project management scholars do not cite it. Why has project management scholarship lost one of its founding classics' We investigate why TGR meets the criteria of a classic. We show that TGR’s focus on societal outcomes and ideals is an improvement on conventional project management’s focus on technical outputs and efficiency. Moreover, TGR contributes process theories—e.g., goal displacement and values depletion—for how major projects often fail. We conjecture that project management scholars ignore TGR because it represents uncomfortable knowledge. Project management discipline is in a crisis. We call for a humanist paradigm shift.

      PubDate: 2017-12-26T20:12:38Z
      DOI: 10.1016/j.ijproman.2017.03.005
  • Projects as temporary organizations: An agenda for further theorizing the
           interorganizational dimension
    • Authors: Jörg Sydow; Timo Braun
      Pages: 4 - 11
      Abstract: Publication date: January 2018
      Source:International Journal of Project Management, Volume 36, Issue 1
      Author(s): Jörg Sydow, Timo Braun
      Existing conceptualizations of projects as temporary organizations capture their interorganizational facets only implicitly. We present theoretical ideas on how to further conceptualize the interorganizational dimension in line with recent developments in the field of managing interorganizational relations. Towards this end, we will recapitulate the present state of theorizing projects as temporary organizations. Then we will highlight the increasing importance of what is called “interorganizational projects” (IOPs). After having described the phenomenon and spread of IOPs, we will discuss how the interorganizational dimension may be theorized. We conclude this article by introducing three facets of analyzing IOPs that help to advance the theory of the temporary organization – namely the multi-level perspective, the processual understanding of relationships, and modes of interorganizational governance.

      PubDate: 2017-12-12T17:11:41Z
      DOI: 10.1016/j.ijproman.2017.04.012
  • Rethinking organizational design for managing multiple projects
    • Authors: Monique Aubry; Mélanie Lavoie-Tremblay
      Pages: 12 - 26
      Abstract: Publication date: January 2018
      Source:International Journal of Project Management, Volume 36, Issue 1
      Author(s): Monique Aubry, Mélanie Lavoie-Tremblay
      This paper aims at positioning organizational design as an important phenomenon in the field of project management with a high potential of contributing to organizational theory. While organizational design has been neglected by scholars of management and organizational theory, it has been of great interest to those from the project management field. This incongruence—comprising the focus of this study—calls for new insights on theorization in context. The paper provides a preliminary theoretical framework combining contingency theory, the historical approach and social theory to understand organizational design, both as a thing and as a process. It provides empirical evidence from three case studies in healthcare. Findings confirm the specificity of each design while at the same time adopting a similar temporal pattern. We take this opportunity to highlight the seminal work of Rodney Turner on project-based organization and design. Executive summary In this day and age, it is commonplace to assert that organizations are complex and that they change continuously over time. The complexity is said to exist, for example, in large organizations dealing with multiple competing projects while at the same time performing their regular operations. The concept of organizational design refers to both the resulting organization (the thing) and the process of performing the design. The field of project management has made many theoretical contributions to organizational design; yet it has also created confusion by introducing a plurality of terms for describing and understanding such organizations. Organizational design is increasingly a topic in the literature from management and organizational theory and, especially, from project management. A review of the literature from both fields demonstrates that contingency theory is still considered as a major theoretical foundation for situating the organization within its context. The review also points to an increasing interest in social perspectives taking into account politics, organizational dynamics, paradoxes and pluralism. In addition, it shows an opportunity for scholars in project management to contribute to management and organizational theory. This research proposes a pluralist theoretical framework for tackling contingency theory with the historical approach and social theory. The empirical setting is comprised of complex large organizations—in this case, three university hospitals engaged in major organizational transformations—that are challenged to pursue their regular operations while undertaking multiple completing projects. Interestingly, the three hospitals are from the same geographical region. The organizational design was thus a crucial question and, in light of the complexity, no one-size-fits-all type of solution was strived for. Results confirmed the prevalence of individual organizational design rather than mimetism, or homogenization, between the three hospitals. Being in the same region, the heads of the respective project management offices met on a number of occasions to exchange about their challenges and solutions. Nevertheless, in the end each hospital made an individual decision regarding its organizational design. The study also identified organizational design as an ongoing process, introducing the concept of trajectory to illustrate how projects and organizational design change over time. In doing so, we observed a pattern where reflection and sense-making took place before engaging in any specific decision regarding the organizational design. The theoretical contribution of this research is to demonstrate the potential of pluralist theoretical frameworks for understanding complex phenomena such as organizational design in the context of managing multiple projects. More specifically, the process view of organizational design was found to reveal new insights that would have remained hidden otherwise. From a practical view, our research challenges certain utopian assumptions regarding the stability and replicability of a one-size-fits-all model in organizational design. Instead, we recommend developing an in-depth understanding of an organization's specific context by means of sense-making activities. The latter should be performed in an ongoing approach to ensure that the organizational design evolves in keeping with its environment.

      PubDate: 2017-12-12T17:11:41Z
      DOI: 10.1016/j.ijproman.2017.05.012
  • Exploring the dynamics of project management office and portfolio
           management co-evolution: A routine lens
    • Authors: Christophe Bredillet; Stephane Tywoniak; Mahshid Tootoonchy
      Pages: 27 - 42
      Abstract: Publication date: January 2018
      Source:International Journal of Project Management, Volume 36, Issue 1
      Author(s): Christophe Bredillet, Stephane Tywoniak, Mahshid Tootoonchy
      This paper addresses a recurrent topic of organizational project management (OPM) research: Project Management Offices (PMOs) are perceived to be instrumental in implementing strategy through portfolios of projects, but empirical evidence also shows that PMOs are often short-lived and their value is hard to quantify. We argue that an explanation may lie in the processes of co-evolution that PMOs undergo over time in interaction with organizational capabilities and context. We adopt an innovative research frame in the context of OPM research, using process theories of change and routines as a lens to investigate the co-evolution of PMO and Portfolio Management. A conceptual framework is suggested and we use an empirical case study to test and refine it. We discuss the theoretical implications of the findings and highlight the contributions made in supporting, adding, articulating and contrasting extant literature. We conclude the paper underlining paths for further researches.

      PubDate: 2017-12-12T17:11:41Z
      DOI: 10.1016/j.ijproman.2017.04.017
  • Applying institutional theories to managing megaprojects
    • Authors: Christopher Biesenthal; Stewart Clegg; Ashwin Mahalingam; Shankar Sankaran
      Pages: 43 - 54
      Abstract: Publication date: January 2018
      Source:International Journal of Project Management, Volume 36, Issue 1
      Author(s): Christopher Biesenthal, Stewart Clegg, Ashwin Mahalingam, Shankar Sankaran
      This paper contributes to Rodney Turner's initiative to develop a theory of project management from practice. Organizational scholars studying strategy suggest that more attention needs to be paid to practices involved in organizing, as well as the institutional contexts in which these practices are embedded. Taking a cue from strategy-in-practice approaches, it is proposed that institutional theories can be used to address some questions that have not been answered adequately regarding megaprojects. Institutional theories also seem to be gaining the attention of scholars investigating large, global, infrastructure projects as reported in engineering, management and construction journals. Increasingly, it is evident that the problem areas attached to these projects stretch beyond technical issues: they must be considered as socio-technical endeavours embedded in complex institutional frames. The authors suggest that studying how to deal with institutional differences in the environment of megaprojects has both theoretical and practical implications.

      PubDate: 2017-12-12T17:11:41Z
      DOI: 10.1016/j.ijproman.2017.06.006
  • Project studies: What it is, where it is going
    • Authors: Joana Geraldi; Jonas Söderlund
      Pages: 55 - 70
      Abstract: Publication date: January 2018
      Source:International Journal of Project Management, Volume 36, Issue 1
      Author(s): Joana Geraldi, Jonas Söderlund
      Project organising is a growing field of scholarly inquiry and management practice. In recent years, two important developments have influenced this field: (1) the study and practice of projects have extended their level of analysis from mainly focussing on individual projects to focussing on micro- as well as macro-level concerns around projects; and (2) there has been a greater interest in different kinds of scholarly inquiry. Taken together, these two developments call for closer scrutiny of how the levels of analysis and the types of inquiry are related and benefit each other, and of the explanations of project practices they could offer. To discuss avenues for future research on projects and project practice, this paper suggests the notion of project studies to better grasp the status of our field. We combine these two sets of ideas to analyse the status and future options for advancing project research: (1) levels of analysis; and (2) type of research. Analysing recent developments within project studies, we observe the emergence of what we refer to as type 3 research, which reconciles the need for theoretical development and engagement with practice. Type 3 research suggests pragmatic avenues to move away from accepted yet unhelpful assumptions about projects and project organising. The paper ends with an agenda for future research, which offers project scholars a variety of options to position themselves in the field of project studies, and to explore opportunities in the crossroads between levels of analysis and types of research.

      PubDate: 2017-12-12T17:11:41Z
      DOI: 10.1016/j.ijproman.2017.06.004
  • Projectification in Western economies: A comparative study of Germany,
           Norway and Iceland
    • Authors: Yvonne-Gabriele Schoper; Andreas Wald; Helgi Thor Ingason; Thordur Vikingur Fridgeirsson
      Pages: 71 - 82
      Abstract: Publication date: January 2018
      Source:International Journal of Project Management, Volume 36, Issue 1
      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: 2017-12-12T17:11:41Z
      DOI: 10.1016/j.ijproman.2017.07.008
  • A theory framework for balancing vertical and horizontal leadership in
    • Authors: Ralf Müller; Shankar Sankaran; Nathalie Drouin; Anne-Live Vaagaasar; Michiel C. Bekker; Karuna Jain
      Pages: 83 - 94
      Abstract: Publication date: January 2018
      Source:International Journal of Project Management, Volume 36, Issue 1
      Author(s): Ralf Müller, Shankar Sankaran, Nathalie Drouin, Anne-Live Vaagaasar, Michiel C. Bekker, Karuna Jain
      This paper develops a framework for understanding the interaction between person-centered leadership by project managers (a.k.a. vertical leadership (VLS)) and team-centered leadership by individuals in the project team (a.k.a. horizontal leadership (HSL)). It builds on Archer's Realist Social Theory and its morphogenetic cycle, which describes the interaction of structure with agency for task fulfillment and the resulting reshaping (morphogenesis) or continuation (morphostasis) of structure for subsequent iterations of the cycle. Data were collected globally in 33 case studies with 166 interviews and analyzed using Alvesson's Constructing Mystery technique. A theory about the cycles and events that shape the interaction between VLS and HLS is developed, which includes events such as nomination, identification, selection, execution and governance, as well as transitioning. Managerial and theoretical implications are discussed.

      PubDate: 2017-12-12T17:11:41Z
      DOI: 10.1016/j.ijproman.2017.07.003
  • The identification of temporary horizontal leaders in projects: The case
           of China
    • Authors: Ralf Müller; Fangwei Zhu; Xiuxia Sun; Linzhuo Wang; Miao Yu
      Pages: 95 - 107
      Abstract: Publication date: January 2018
      Source:International Journal of Project Management, Volume 36, Issue 1
      Author(s): Ralf Müller, Fangwei Zhu, Xiuxia Sun, Linzhuo Wang, Miao Yu
      Balanced leadership in projects describes the dynamic transition of leadership authority between the project manager and one or more team members. Within this concept, the present study investigates the context, criteria, and processes for identifying project team members as candidates for the role of horizontal leader. Five case studies, followed by validation interviews were conducted in China. Results show that structure and agency by the project manager set the context, wherein professionality, personality and attitudinal characteristics of team members are evaluated for identification. This is executed in two parallel processes, where the project manager evaluates, develops and assesses candidates, and the team members evaluate their situation, compete with others, develop their skills, and look for guidance from the project manager. Managerial and theoretical implications are discussed.

      PubDate: 2017-12-12T17:11:41Z
      DOI: 10.1016/j.ijproman.2017.05.011
  • The moderating effect of program context on the relationship between
           program managers' leadership competences and program success
    • Authors: Jingting Shao
      Pages: 108 - 120
      Abstract: Publication date: January 2018
      Source:International Journal of Project Management, Volume 36, Issue 1
      Author(s): Jingting Shao
      We investigated the moderating effect of program context on the relationship between leadership competences of program managers and program success. Leadership competence was measured as the combination of intellectual competence (IQ), managerial competence (MQ) and emotional competence (EQ). A worldwide cross-sectional survey using the Leadership Dimensions Questionnaire (LDQ) and a program context and success questionnaire yielded 79 responses. Moderated hierarchical regression analyses (MHRA) were used to test the moderating effect of program context, which is characterized by organizational fit, program flexibility, organizational stability and resource availability. Results showed that program context positively moderates the relationships between program managers' IQ respective MQ with program success. However, the relationship between EQ and program success is lowered to insignificance in the presence of context. Managerial and theoretical implications are discussed.

      PubDate: 2017-12-12T17:11:41Z
      DOI: 10.1016/j.ijproman.2017.05.004
  • Change program management: Toward a capability for managing
           value-oriented, integrated multi-project change in its context
    • Authors: Miia Martinsuo; Päivi Hoverfält
      Pages: 134 - 146
      Abstract: Publication date: January 2018
      Source:International Journal of Project Management, Volume 36, Issue 1
      Author(s): Miia Martinsuo, Päivi Hoverfält
      Program management has taken its position in project management research and in public and private organizations as a successful method for managing complex, uncertain, and large-scale changes. During the past 25years, research has evolved from programs as the conceptual extension of projects to a rich field of empirical studies reflecting the special natures and contexts of change programs and their management, with unique theoretical foundations. To take stock of this recent history, in this article we analyze the patterns of previous empirical studies on change program management and their theoretical foundations. The goal is to identify and summarize proposals to guide forthcoming program management research. The results reveal three main themes of ongoing research: managing over the change program lifecycle, managing programs in their context, and program managers' capabilities. The roots of change program management in organization theories are apparent; structural contingency theory and information processing theories have dominated in previous empirical research, but are clearly being extended to agency, stakeholder, and actor-network theories. New research ideas are proposed for the use of programs in various types of changes, value creation and delivery through change programs, the profiles and capabilities of different actors in program management, the coexistence and interplay of multiple programs, and the complex stakeholder networks involved with change programs. When change becomes more prevalent in the organizations' dynamic contexts, there is an increasing need to develop program management toward an organizational capability for managing value-oriented, integrated, and multi-project change in complex stakeholder contexts.

      PubDate: 2017-12-12T17:11:41Z
      DOI: 10.1016/j.ijproman.2017.04.018
  • Advancing project stakeholder analysis by the concept ‘shadows of
           the context’
    • Authors: Pernille Eskerod; Tina Larsen
      Pages: 161 - 169
      Abstract: Publication date: January 2018
      Source:International Journal of Project Management, Volume 36, Issue 1
      Author(s): Pernille Eskerod, Tina Larsen
      The paper contributes to the theoretical debate on stakeholder management within project-oriented organizations. Despite acknowledging that ‘no project is an island’, project management theory (being originally a child of Scientific Management) has drawn on reductionism, i.e. the practice of simplifying the description of a complex phenomenon in order to better grasp it. Project stakeholder management theory has been heavily influenced by this approach, and the unintended consequence is that the simplicity of the stakeholder conceptualization makes it difficult for project representatives to predict stakeholder behavior. In the paper, we suggest the concept ‘shadows of the context’ as a substitute for narrow perceptions of ‘What's in it for me'’. Advantages and disadvantages of a reductionist approach versus the richer and more profound and holistic ‘shadows of the context’ approach within stakeholder analysis are discussed. The paper also celebrates Prof. J. Rodney Turner's significant influences within the project management field.

      PubDate: 2017-12-12T17:11:41Z
      DOI: 10.1016/j.ijproman.2017.05.003
  • Co-creation of value and the project context: Towards application on the
           case of Hinkley Point C Nuclear Power Station
    • Authors: Hedley Smyth; Laurence Lecoeuvre; Philippe Vaesken
      Pages: 170 - 183
      Abstract: Publication date: January 2018
      Source:International Journal of Project Management, Volume 36, Issue 1
      Author(s): Hedley Smyth, Laurence Lecoeuvre, Philippe Vaesken
      The research analyses decisions as evaluative outcomes regarding project value. The UK-French Hinkley Point C Nuclear Power Station provides the case study. Value is traditionally assessed as inputs and outputs. Here, value is conceptualized as a co-created value proposition at the front-end with implications for realization post-completion. Service-dominant logic (SDL) provides the theoretical lens and contributes to a methodological approach for examining projects. Decision-making outcomes provide the evidence from a range of data sources, including reports and commentaries. The methods are interpretative. The findings show that decision-making extends beyond the time-cost-quality/scope dimensions. The long-term issues regarding value realized are often overlooked. Stakeholders and individual actors have mainly focused upon managing political and financial risks, especially time and cost. The research poses challenges to project management analysis, SDL and research design in assessing evidence. Addressing these issues facilitates a knowledge contribution to SDL theorization and the field of project management.

      PubDate: 2017-12-12T17:11:41Z
      DOI: 10.1016/j.ijproman.2017.04.013
  • Complexity, uncertainty and mental models: From a paradigm of regulation
           to a paradigm of emergence in project management
    • Authors: Pierre A. Daniel; Carole Daniel
      Pages: 184 - 197
      Abstract: Publication date: January 2018
      Source:International Journal of Project Management, Volume 36, Issue 1
      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: 2017-12-12T17:11:41Z
      DOI: 10.1016/j.ijproman.2017.07.004
  • A doctoral journey – In the steps of J Rodney Turner
    • Authors: Lynn Crawford
      Pages: 219 - 221
      Abstract: Publication date: January 2018
      Source:International Journal of Project Management, Volume 36, Issue 1
      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: 2017-12-12T17:11:41Z
      DOI: 10.1016/j.ijproman.2017.08.001
  • Managing inter-firm projects: A systematic review and directions for
           future research
    • Authors: Simon von Danwitz
      Abstract: Publication date: Available online 15 December 2017
      Source:International Journal of Project Management
      Author(s): Simon von Danwitz
      Although the management of inter-firm projects is increasingly being researched in a wide range of academic fields (project management, alliances and networks, organization studies), the findings of these studies rarely cross theoretical boundaries. In the present study, a systematic literature review of 219 contributions from 26years of academic research on managing inter-firm projects identifies 22 key management issues underlying its contributions. Based on a two-dimensional framework (project stage and analytical sphere), a structured and integrative synthesis of relevant studies is outlined. Based on these findings, future investigations are proposed to focus on dynamic, contextual and structural aspects of the management of inter-firm projects.

      PubDate: 2017-12-26T20:12:38Z
      DOI: 10.1016/j.ijproman.2017.11.004
  • Conditions of success for earned value analysis in projects
    • Authors: David Bryde; Christine Unterhitzenberger; Roger Joby
      Abstract: Publication date: Available online 15 December 2017
      Source:International Journal of Project Management
      Author(s): David Bryde, Christine Unterhitzenberger, Roger Joby
      Earned Value Analysis (EVA) is a method that has gained traction in some business sectors to report project progress and help control performance. Yet the literature reports mixed results as to its effectiveness in helping deliver successful projects and, additionally, much of the previous studies on the topic is conceptual in nature focusing on the design of the EVA system. We therefore extend knowledge on EVA by analysing the impact of EVA on the levels of success of two projects that utilised the method. This is done through the prism of agency and organizational justice theories. A framework is proposed of EVA conditions of success, incorporating both design and operational aspects of the EVA system. The framework is used to develop testable propositions that can guide further research into the effects of EVA-based systems on the creation of agency-related characteristics in the project environment that are conducive to project success.

      PubDate: 2017-12-26T20:12:38Z
      DOI: 10.1016/j.ijproman.2017.12.002
  • Project manager's perception of the local communities' stakeholder in
           megaprojects. An empirical investigation in the UK
    • Authors: Francesco Di Maddaloni; Kate Davis
      Abstract: Publication date: Available online 15 December 2017
      Source:International Journal of Project Management
      Author(s): Francesco Di Maddaloni, Kate Davis
      Based on an exploratory study conducted in the UK using thematic and cluster analysis, this paper investigates how the local communities' stakeholder is perceived, defined and categorized by project managers in major public infrastructure and construction projects (MPIC), and how their involvement could improve the performance of these projects. Due to the perceived benefits shortfall of MPIC, well organized actions from ‘secondary stakeholder’ groups have led to delays, cost overruns, and significant damage to the organization's reputation. Stakeholder management is an essential process which aims to maximize positive inputs and minimize detrimental attitudes by taking into account the needs and requirements of all project stakeholders. However, current project stakeholder management mechanisms are reactive rather than proactive, mainly offering an instrumental perspective, which aims to make the stakeholders comply with project needs. Therefore, a broader inclusiveness of secondary stakeholders who could be harmed by the organization's strategy, such as the local communities, is required to enhance the performance of MPIC.

      PubDate: 2017-12-26T20:12:38Z
      DOI: 10.1016/j.ijproman.2017.11.003
  • Leadership, regulatory focus and information systems development project
           team performance
    • Authors: Chia-Yu Lai; Jack Shih-Chieh Hsu; Yuzhu Li
      Abstract: Publication date: Available online 14 December 2017
      Source:International Journal of Project Management
      Author(s): Chia-Yu Lai, Jack Shih-Chieh Hsu, Yuzhu Li
      One primary function of a leader is to motivate followers to achieve project goals. Based on regulatory focus theory, actors may strive to the optional situation (promotion focus) or try to avoid not meeting the minimum requirements (prevention focus). This paper focuses on exploring the effect of leadership styles (transformational and transactional) on the collective regulatory focus of project team (promotion and prevention) and investigate the relationship between regulatory focus and project teamwork outcome. Data collected from 154 IS professionals shows that intelligent stimulation, idealized influence, and inspiration components of transformational leadership lead to promotion focus, and exception management and error-focus components of transactional leadership lead to prevention focus. Promotion focus associates with a higher quality system and less delay. The relationship between regulatory focus and project performance is contingent on the level of uncertainty.

      PubDate: 2017-12-26T20:12:38Z
      DOI: 10.1016/j.ijproman.2017.11.001
  • Cross-domain negative effect of work-family conflict on project
           citizenship behavior: Study on Chinese project managers
    • Authors: Nini Xia; Rui Zhong; Xueqing Wang; Robert Tiong
      Abstract: Publication date: Available online 14 December 2017
      Source:International Journal of Project Management
      Author(s): Nini Xia, Rui Zhong, Xueqing Wang, Robert Tiong
      This research aims to examine whether and how the bidirectional work-family conflict—work-to-family conflict (WFC) and family-to-work conflict (FWC)—would influence project citizenship behavior (PCB) among Chinese project managers. We proposed hypotheses regarding the relationships between work-family conflict and PCB and the mediating effects of project commitment, which considered the role of national context. Data collected from 154 Chinese project managers were analyzed using structural equation modeling. It was found that FWC had negative relationships with all the three chosen PCBs, i.e., helping behavior, individual initiative, and relationship maintenance, and project commitment mediated these relationships. However, no negative influences of WFC on the three PCBs and project commitment were found. Further comparisons of effects of WFC and FWC on PCBs and project commitment indicated that Chinese project managers were less subject to the negative impacts of WFC. Overall, our results supported the cross-domain negative effect but rejected matching-domain negative effect of work-family conflict among Chinese project managers. We extend understandings of work-family conflict and PCB in the project context, and verify the importance of national context in interpreting work-family issues. Practical suggestions are also discussed regarding increasing project managers' PCB.

      PubDate: 2017-12-26T20:12:38Z
      DOI: 10.1016/j.ijproman.2017.11.005
  • The social interaction of developers and IT operations staff in software
           development projects
    • Authors: Jon Iden; Bendik Bygstad
      Abstract: Publication date: Available online 13 December 2017
      Source:International Journal of Project Management
      Author(s): Jon Iden, Bendik Bygstad
      This paper investigates how developers and IT operations staff interact in software development projects. We analyse data from 42 IT professionals from 18 Norwegian firms through the lens of social interaction and project management theory. Our analysis suggests that their social interactions are hampered by a variety of factors. The study contributes to the research by providing an analysis of the elements of social interaction and how they contribute to better outcomes. For practice, we offer an assessment instrument for improving the social interaction in software development projects.

      PubDate: 2017-12-26T20:12:38Z
      DOI: 10.1016/j.ijproman.2017.12.001
  • Selection of risk response actions with consideration of secondary risks
    • Authors: Fei Zuo; Kailing Zhang
      Abstract: Publication date: Available online 27 November 2017
      Source:International Journal of Project Management
      Author(s): Fei Zuo, Kailing Zhang
      Secondary risk in project risk management refers to the risk that arises as a direct result of implementing a risk response action (RRA). It is important for project managers (PMs) to consider the effects caused by the secondary risks in the process of RRA selection. The purpose of this paper is to propose an optimization method to address the problem of selecting risk response actions (RRAs) with consideration of secondary risk which is seldom considered in the existing studies. The optimization model aims to minimize the total risk costs with time constraint being placed on the project makespan. By solving the model, an optimal set of RRAs along with the earliest start time for each activity can both be obtained. The results show that secondary risk plays an important role in the process of RRA selection. Project managers should allocate more budget for responding the project risk when the secondary risk is considered, and consider all factors relating to both time and cost so as to select appropriate RRAs to mitigate primary risk and secondary risk.

      PubDate: 2017-12-12T17:11:41Z
      DOI: 10.1016/j.ijproman.2017.11.002
  • Linking entrepreneurial orientation to project success
    • Authors: Cristina Dai Prá Martens; Franklin Jean Machado; Mauro Luiz Martens; Filipe Quevedo Pires de Oliveira e Silva; Henrique Mello Rodrigues de Freitas
      Abstract: Publication date: Available online 23 November 2017
      Source:International Journal of Project Management
      Author(s): Cristina Dai Prá Martens, Franklin Jean Machado, Mauro Luiz Martens, Filipe Quevedo Pires de Oliveira e Silva, Henrique Mello Rodrigues de Freitas
      Entrepreneurial orientation (EO) is a strategic posture of an organization, and it is related to basic policies and practices for the development of entrepreneurial actions looking for creating competitive advantages. This study develops and tests a model of the relationship between entrepreneurial orientation and project success in Brazilian context. As quantitative research, a survey was used to collect data. A sample of 100 valid answers from project practitioners was treated through the structural equation modeling method. As research implications, the main result points out the positive correlation between the entrepreneurial orientation and the project success, contributing to the development of this research subject and helping to minimize the gap in the literature that addresses the relationship between project success and EO. In practical terms, understanding that innovativeness, risk taking, proactiveness, autonomy and competitive aggressiveness (the dimensions of the EO) can contribute to project success and can also indirectly impact on organizational performance, could help organizations get competitive advantage when developing correlate factors. Finally, the results suggest that practices of project management can be aligned to the firm's entrepreneurial orientation to enable firms to attain better results in their projects and generate a competitive advantage. On other hand, given the proportion of the impact of EO on project success (20.3%) identified in this study, it is critical that project management professionals expand their horizon to recognize other factors that affect project success.

      PubDate: 2017-12-12T17:11:41Z
      DOI: 10.1016/j.ijproman.2017.10.005
  • Current condition and future directions for lean construction in highways
           projects: A small and medium-sized enterprises (SMEs) perspective
    • Authors: Algan Tezel; Lauri Koskela; Zeeshan Aziz
      Abstract: Publication date: Available online 15 November 2017
      Source:International Journal of Project Management
      Author(s): Algan Tezel, Lauri Koskela, Zeeshan Aziz
      The aim of this study is to identify the parameters defining how Lean Construction (LC) is being implemented (current condition) and how LC can be further promoted (future direction) from a Small-Medium Sized Enterprises (SMEs) perspective. Although SMEs constitute the largest group in construction supply chains, LC, as an emerging phenomenon in civil construction project management, has been rarely investigated from an SMEs perspective. Also, overlooking the more macro factors like project governance and supply chain management, LC deployments have been mainly discussed from a production process perspective to date. After a review of the extant literature and 20 interviews with managers from the highways sector, a list of 31 current condition and 40 future direction statements were produced, classified under the delivery, process, training, project governance and supply chain related headings and used in a questionnaire survey with 110 responses. The current condition highlights problems like a short-term relations structure, competitive tendering mechanisms, fragmentation, problems in engaging with SMEs for LC, unstandardised LC techniques, and issues with convincing SMEs to deploy LC by demonstrating the business case on mutual benefits. Action items relating to the current project delivery structure were given the highest importance by the supply chain, alongside the LC training and project governance issues for the future of LC at highways SMEs. Additionally, a statistically significant correlation was identified among many future action items.

      PubDate: 2017-12-12T17:11:41Z
      DOI: 10.1016/j.ijproman.2017.10.004
  • The mediation role of leadership styles in integrated project
           collaboration: An emotional intelligence perspective
    • Authors: Lianying Zhang; Tingting Cao; Yu Wang
      Abstract: Publication date: Available online 13 November 2017
      Source:International Journal of Project Management
      Author(s): Lianying Zhang, Tingting Cao, Yu Wang
      Research on integrated project delivery (IPD) has considered collaboration satisfaction as an important factor for improving project outcomes. Yet, the potential mechanism influencing it remains unexplored in construction project management, especially in the aspects of human skills. The purpose of this paper is to examine whether leadership styles mediate the link between the emotional intelligence (EI) of authorized leader and four collaboration satisfaction outcomes perceived by other participants in an integrated team: performance contribution satisfaction (PCS), efficiency satisfaction (ES), relationship satisfaction (RS), and interests satisfaction (IS). Data was collected from 365 samples including project leaders and scholars who possess experience of IPD in China. The results show that transformational and active-transactional leadership fully mediate the relationships of EI with PCS, ES, and IS, and were partial mediators between EI and RS. In addition, the partial mediation role of passive-transactional leadership in the relationships of EI with RS and IS were identified, but its mediating effects between PCS and ES were not found. Similarly, owing to the non-significant effects of laissez-faire leadership on dimensions of collaboration satisfaction, this leadership style does not play mediating role in the relationships of EI with four dimensions of collaboration satisfaction. This paper makes contribution to the mediating mechanism research of revised full range leadership model by proposing collaboration satisfaction criteria and EI model in IPD project.

      PubDate: 2017-11-16T13:40:15Z
      DOI: 10.1016/j.ijproman.2017.08.014
  • Relationships between project governance and information technology
           governance and their impact on project performance
    • Authors: Pinyarat Sirisomboonsuk; Vicky Ching Gu; Ray Qing Cao; James R. Burns
      Abstract: Publication date: Available online 10 November 2017
      Source:International Journal of Project Management
      Author(s): Pinyarat Sirisomboonsuk, Vicky Ching Gu, Ray Qing Cao, James R. Burns
      This research endeavors to address the question of how to enhance project performance through exploring the relationships among information technology (IT) governance, project governance and project performance. The research utilizes an empirical survey methodology. The survey of 533 working professionals in various industries renders 282 usable responses or a response rate of 53.91%. The results suggest that both IT governance and project governance have a positive impact on project performance. Moreover, we found that three dimensions of IT governance (i.e., strategy setting, value delivery, and performance management) are positively associated with project performance while all three dimensions of project governance (i.e., portfolio direction, project sponsorship as well as project effectiveness & efficiency, and disclosure & reporting) are positively associated with project performance. Additionally, the alignment between IT governance and project governance is also found to be positively associated with project performance. These findings provide evidence to project management professionals in regard to IT governance and project governance being part of the operational strategy in facilitating the success of projects. It also demonstrates the importance of the alignment strategy between IT governance and project governance in enhancing project performance.

      PubDate: 2017-11-16T13:40:15Z
      DOI: 10.1016/j.ijproman.2017.10.003
  • An examination of the ‘rule of law’ and ‘justice’ implications in
           Online Dispute Resolution in construction projects
    • Authors: Udechukwu Ojiako; Maxwell Chipulu; Alasdair Marshall; Terry Williams
      Abstract: Publication date: Available online 6 November 2017
      Source:International Journal of Project Management
      Author(s): Udechukwu Ojiako, Maxwell Chipulu, Alasdair Marshall, Terry Williams
      This paper examines the ‘rule of law’ and ‘justice’ implications of using Online Dispute Resolution (ODR) platforms as technology-mediated interfaces for small claim dispute resolution in construction projects. Data is obtained from a questionnaire survey of construction stakeholders, administered using direct non-random sampling of professional contacts with the authors. Data is analysed using SAS 9.4 (SAS Institute, Cary, NC) on a Windows 7 platform. Surprisingly, study findings do not suggest any ‘rule of law’ and ‘justice’ implications for small claim ODR. Tentatively, this conclusion supports wider use of ODR. The originality of the study is that although there is considerable academic and practitioner interest in various alternative forms of dispute resolution (ADR), both practitioner use and academic study of ODR remain sparse. Thus, this study serves as a foundation for further empirical exploration of ODR as a nascent component of ADR.

      PubDate: 2017-11-08T13:28:50Z
      DOI: 10.1016/j.ijproman.2017.10.002
  • Essays in honour of J Rodney Turner: A Festschrift
    • Authors: Martina Huemann; Anne Keegan; Ralf Müller
      Abstract: Publication date: Available online 16 October 2017
      Source:International Journal of Project Management
      Author(s): Martina Huemann, Anne Keegan, Ralf Müller

      PubDate: 2017-10-24T22:06:11Z
      DOI: 10.1016/j.ijproman.2017.09.006
  • 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
  • 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
  • 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
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