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Journal Cover International Journal of Project Management
  [SJR: 1.497]   [H-I: 88]   [49 followers]  Follow
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 0263-7863
   Published by Elsevier Homepage  [3175 journals]
  • Modeling project criticality in IT project portfolios
    • Authors: Anna Neumeier; Sven Radszuwill; Tirazheh Zare Garizy
      Pages: 833 - 844
      Abstract: Publication date: August 2018
      Source:International Journal of Project Management, Volume 36, Issue 6
      Author(s): Anna Neumeier, Sven Radszuwill, Tirazheh Zare Garizy
      Today's IT project portfolios (ITPP) contain many projects and varied interdependencies. Depending on a project's criticality to the ITPP, a failure can have massive consequences. However, existing methods usually only assess overall project portfolio risk and do not account for the criticality of single projects and their dependencies. Applying Bayesian network modeling to ITPPs, we bridge this gap and extend the current body of knowledge for the information systems and project management literatures. Our new method analyzes single projects' criticality in a portfolio context by considering both transitive dependencies and different dependency types in an integrated way. Since we demonstrate that single projects' criticality can vary substantially, being aware of which projects are critical is a key success factor for ITPP management. For practitioners, our method provides a straightforward procedure to enhance ITPP risk management.

      PubDate: 2018-05-15T17:38:10Z
      DOI: 10.1016/j.ijproman.2018.04.005
  • Temporal conditioning and the dynamics of inter-institutional projects
    • Authors: Therese Dille; Jonas Söderlund; Stewart Clegg
      Pages: 673 - 686
      Abstract: Publication date: July 2018
      Source:International Journal of Project Management, Volume 36, Issue 5
      Author(s): Therese Dille, Jonas Söderlund, Stewart Clegg
      This paper presents an in-depth and processual case study of a major infrastructural innovation project involving diverse private and public-sector organizations. The case study shows how organizing developed recursively in response to diverging temporal requirements, induced by the temporal institutional complexity facing the project. We introduce the idea of temporal conditioning to demonstrate how large-scale temporary organizations dynamically cope with conflicting temporal institutional requirements by making use of three strategies: (1) temporal avoidance, (2) temporal splitting, and (3) temporal matching. With its focus on the emergence of the project, this paper adds to our understanding of the dynamics of organizing in temporary and institutionally pluralistic settings – settings that put greater pressures on our ability to deal with conflicting institutional requirements pertaining to time and timing. Accordingly, we offer a new perspective on the dynamics of large-scale projects and how they respond to a particular kind of institutional complexity.

      PubDate: 2018-04-15T11:17:34Z
      DOI: 10.1016/j.ijproman.2018.03.007
  • Toward a model of socializing project team members: An integrative
    • Authors: Saša Batistič; Renata Kenda
      Pages: 687 - 700
      Abstract: Publication date: July 2018
      Source:International Journal of Project Management, Volume 36, Issue 5
      Author(s): Saša Batistič, Renata Kenda
      Project work is becoming more and more important in everyday business, as is staffing the right newcomers for the project. Recognizing that not all new project team workers possess equally important specific knowledge, skills and abilities for the success of projects, we draw on project management, human resource management, and organizational socialization literature to develop a framework on how new project team members might be socialized, depending on their strategic value for the project. We specifically draw on the socialization tactics literature and propose how four categories of new employees – Internal specialists, External specialists, External generalists and Internal generalists; based on two dimensions – work task complexity and employment mode, can be socialized more effectively. Implications for theory and practice are discussed as well.

      PubDate: 2018-04-15T11:17:34Z
      DOI: 10.1016/j.ijproman.2018.03.003
  • Towards integrating construction risk management and stakeholder
           management: A systematic literature review and future research agendas
    • Authors: Nini Xia; Patrick X.W. Zou; Mark A. Griffin; Xueqing Wang; Rui Zhong
      Pages: 701 - 715
      Abstract: Publication date: July 2018
      Source:International Journal of Project Management, Volume 36, Issue 5
      Author(s): Nini Xia, Patrick X.W. Zou, Mark A. Griffin, Xueqing Wang, Rui Zhong
      We propose that integrated management of construction risk and stakeholder is feasible and can promote the effectiveness of both risk management (RM) and stakeholder management (SM). A systematic literature review is conducted on the current construction literature involving both RM and SM, through which we identify four linkage modes between risk and stakeholder management. We further suggest future directions that enable integrating risk and stakeholder management to benefit the management process and/or management outcome of RM and SM. These linkages and directions shed light on enhancing the effectiveness of RM and SM through new ways of thinking about, analyzing, and then managing risks and stakeholders in a holistic and integrated way, but not the traditional endeavor in individual areas. Integrating risk and stakeholder management is challenging, but can be a novel way for improving project performance for which this research conceptually justifies its feasibility and benefits, which merits further study.

      PubDate: 2018-05-14T17:33:52Z
      DOI: 10.1016/j.ijproman.2018.03.006
  • Goal orientations, leader-leader exchange, trust, and the outcomes of
           project performance
    • Authors: Hong Long Chen; Ying Lien Lin
      Pages: 716 - 729
      Abstract: Publication date: July 2018
      Source:International Journal of Project Management, Volume 36, Issue 5
      Author(s): Hong Long Chen, Ying Lien Lin
      Previous research demonstrates the importance of goal orientation, leader-leader exchange, and trust in work engagement and performance. However, how the relationships among these three variables influence project performance remains unclear. Complementing and extending prior research, this study uncovers how leader-leader exchange and trust affect the relationship between goal orientations and project performance. A cross-sectional analysis of 320 auditing project managers from 50 financial service companies shows that leader-leader exchange and trust mediate how goal orientations influence project performance. We also find that trust further moderates the effect of leader-leader exchange on project performance. Subsequent quantitative analysis of structural equation modeling reveals that leader-leader exchange has the largest direct effect on project performance; team-mastery goal orientation has the second-largest direct effect but the largest total effect. Implications for research and practice are discussed.

      PubDate: 2018-04-15T11:17:34Z
      DOI: 10.1016/j.ijproman.2018.03.009
  • Early-warning performance monitoring system (EPMS) using the business
           information of a project
    • Authors: Chang-Won Kim; Wi Sung Yoo; Hyunsu Lim; Ilhan Yu; Hunhee Cho; Kyung-In Kang
      Pages: 730 - 743
      Abstract: Publication date: July 2018
      Source:International Journal of Project Management, Volume 36, Issue 5
      Author(s): Chang-Won Kim, Wi Sung Yoo, Hyunsu Lim, Ilhan Yu, Hunhee Cho, Kyung-In Kang
      An early-warning performance monitoring system (EPMS) is proposed to objectively measure and monitor the performance of a project for early detection of inherent poor performance problems. The EPMS is built based on project progress data and consists of a database of business information, an optimized theoretical model used as a performance measurement baseline, and an index for monitoring and forecasting the performance. By monitoring the performance through an application of the EPMS to the Korean construction project, the quarterly variation of index was found to differ by project type. These results could explain the environmental changes in the project execution. Therefore, the EPMS is expected to be an alternative for objective performance monitoring and forecasting while applying the existing methods is difficult because of the limited available data on performance indicators. The development procedures may also be useful to researchers interested in approaches to quantitatively analyze trends in various industries.

      PubDate: 2018-05-14T17:33:52Z
      DOI: 10.1016/j.ijproman.2018.03.010
  • Why and how do project management offices change' A structural
           analysis approach
    • Authors: Christophe Bredillet; Stephane Tywoniak; Mahshid Tootoonchy
      Pages: 744 - 761
      Abstract: Publication date: July 2018
      Source:International Journal of Project Management, Volume 36, Issue 5
      Author(s): Christophe Bredillet, Stephane Tywoniak, Mahshid Tootoonchy
      The growing popularity of Project Management Offices (PMOs) as organizational structures is grounded in the assumption they support more efficient and effective project management for better strategy implementation. However, research emphasizes they fail to deliver expected value: their unstable nature precludes the delivery of long-term benefits. This is compounded by the absence of a theory of PMO change and adaptation. Recent research, taking a co-evolution lens rooted in evolutionary theory, suggests that PMOs should be studied in relation to the broader organizational context, in order to better capture the dynamic interplay and fit between them. In this study, taking a routine perspective as micro-foundation and unit of analysis, we focus on the co-evolution between PMO and Project Portfolio Management (PfM) as organizational capability for six case studies. A structural analysis of the relational routines' system between PMO, PfM and the Organizational context allow us to unveil dynamics at stake, i.e. why and how changes occur, as well as eigen behaviors and the changing states of various routines elements (influential, mediating, dependent or not-influential). This study makes five contributions. We show that: 1) PMO and PfM can be conceptualized as collections of routines, 2) PMO and PfM co-evolve over time to adapt to organizational context influence, 3) the co-evolution of a routines' system, abstracted as a non-trivial machine, exhibits an eigen behavior, 4) applying a structural analysis approach allows to simulate the dynamics of a routines' system and to unveil the role of key routine elements and 5) eigen values of routines' systems allow to characterize their eigen behavior.

      PubDate: 2018-05-14T17:33:52Z
      DOI: 10.1016/j.ijproman.2018.04.001
  • Practices, projects and portfolios: Current research trends and new
    • Authors: Stewart Clegg; Catherine P. Killen; Christopher Biesenthal; Shankar Sankaran
      Pages: 762 - 772
      Abstract: Publication date: July 2018
      Source:International Journal of Project Management, Volume 36, Issue 5
      Author(s): Stewart Clegg, Catherine P. Killen, Christopher Biesenthal, Shankar Sankaran
      Project portfolio management (PPM) bridges strategy and project management. Traditional research in PPM has primarily investigated the rational, top-down and structural aspects of strategizing. By doing so, it has failed to focus on the underlying practices that are triggered by the strategy and how these practices frame strategy implementation. Practice-based research provides a methodological lens to explore the reality of strategic enactment through the project portfolio. Practice-based perspectives are under-represented in PPM research; therefore the aim of this paper is to provide an agenda for further practice-based research in PPM. Central to this agenda is a concern with various aspects of practice, including its discursivity, representation, dynamic capabilities, leadership and materiality.

      PubDate: 2018-05-14T17:33:52Z
      DOI: 10.1016/j.ijproman.2018.03.008
  • Program integration in multi-project change programs: agency in
           integration practice
    • Authors: Lauri Vuorinen; Miia Martinsuo
      Pages: 583 - 599
      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
      DOI: 10.1016/j.ijproman.2018.02.003
  • Modeling managerial behavior in real options valuation for project-based
    • Authors: Mohammad Saied Andalib; Mehdi Tavakolan; Behrouz Gatmiri
      Pages: 600 - 611
      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
      DOI: 10.1016/j.ijproman.2018.02.001
  • Why do individuals engage in collective actions against major construction
           projects' —An empirical analysis based on Chinese data
    • Authors: Bingsheng Liu; Yan Li; Bin Xue; Qian Li; Patrick X.W. Zou; Ling Li
      Pages: 612 - 626
      Abstract: Publication date: May 2018
      Source:International Journal of Project Management, Volume 36, Issue 4
      Author(s): Bingsheng Liu, Yan Li, Bin Xue, Qian Li, Patrick X.W. Zou, Ling Li
      Collective actions against major construction projects are becoming common because of the public’s increasing civil rights awareness and environmental consciousness. Thus, it is important to explore the critical factors responsible for collective actions against major construction projects. This study initially developed 25 indicators inducing collective actions based on a comprehensive literature review. An empirical study with 127 samples was conducted using questionnaire surveys and semi-structured interviews from projects located in Central China. Furthermore, ranking analysis and factor analyses were implemented to conclude that collective actions in major construction projects can be explained by a six-dimension critical factor system: benefits to the public, characteristics of project performers, layout of projects, living quality of the public, perceptions of the public, and influence from the authority. This study contributes to government administration for collective actions against major construction projects and serves as a useful reference for further studies of this type.

      PubDate: 2018-04-10T23:34:17Z
      DOI: 10.1016/j.ijproman.2018.02.004
  • Effects of risks on the performance of business process outsourcing
           projects: The moderating roles of knowledge management capabilities
    • Authors: Yajun Zhang; Shan Liu; Jing Tan; Guoyin Jiang; Qing Zhu
      Pages: 627 - 639
      Abstract: Publication date: May 2018
      Source:International Journal of Project Management, Volume 36, Issue 4
      Author(s): Yajun Zhang, Shan Liu, Jing Tan, Guoyin Jiang, Qing Zhu
      Although business process outsourcing (BPO) can reduce cost and enhance the competitiveness of firms, the implementation of BPO projects is unsatisfactory. By integrating knowledge management capability theory and risk-based view, we develop a model of how different types of BPO risks affect project satisfaction and how knowledge management capability changes the influences of BPO risks. A survey of 121 BPO projects was conducted among BPO client department manager and project manager through a pairwise design. Empirical evidence reveals that social system, technical system, and project management risks negatively affect BPO project satisfaction. However, cultural, technological, and structural levels of knowledge management capabilities weaken the negative risk effects of social system, technical system, and project management, respectively. Different types of risks and knowledge management capabilities should be matched to achieve effective risk management.

      PubDate: 2018-04-10T23:34:17Z
      DOI: 10.1016/j.ijproman.2018.02.002
  • Project benefit management: Setting effective target benefits
    • Authors: Ofer Zwikael; Ying-Yi Chih; Jack R. Meredith
      Pages: 650 - 658
      Abstract: Publication date: May 2018
      Source:International Journal of Project Management, Volume 36, Issue 4
      Author(s): Ofer Zwikael, Ying-Yi Chih, Jack R. Meredith
      Target benefits such as “reduced operational costs” are project goals that can contribute to the long-term improvement of organizational performance following project completion. Setting effective target benefits is critical because it supports project investment decisions, clear project management direction, and thereby enhanced project and organizational performance. Based on goal setting theory, we present three studies to develop and validate a scale to measure effective target benefits. The proposed scale is comprised of three dimensions - specificity (e.g., specific target values), attainability (e.g., the capacity to realize the target benefits), and comprehensiveness (e.g., reflect the views of key stakeholders). This scale can be used by senior managers to assess proposed projects' target benefits, contributing to more informed project investment decision-making and the subsequent benefit management process. Theoretically, it can also be used as an instrument to facilitate theory development in the fields of project benefit management, strategy implementation, and organizational performance.

      PubDate: 2018-04-10T23:34:17Z
      DOI: 10.1016/j.ijproman.2018.01.002
  • Collaboration and opportunism as mediators of the relationship between NPD
           project uncertainty and NPD project performance
    • Authors: Ki-Hyun Um; Sang-Man Kim
      Pages: 659 - 672
      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
      DOI: 10.1016/j.ijproman.2018.01.006
  • 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
  • Dual dynamics: Project-based institutional work and subfield differences
           in the Dutch construction industry
    • Authors: Bente Lieftink; Armand Smits; Kristina Lauche
      Abstract: Publication date: Available online 9 May 2018
      Source:International Journal of Project Management
      Author(s): Bente Lieftink, Armand Smits, Kristina Lauche
      This article examines how actors use relational institutional work in inter-organizational projects (IOPs) to mobilize key stakeholders from two loosely coupled subfields with the aim to institutionalize a new project delivery method with new underlying practices. In our longitudinal case study in a project-based business, in this case the Dutch construction industry, we identified three types of relational institutional work: awareness creation, selective networking, and coalition building. We found that institutional work was relatively effective in the co-supplier subfield and less effective in the architectural subfield. We explain this by zooming in on the differences between these two subfields on three interrelated dimensions that manifested themselves in institutional IOPs: nature of activities, social positions, and coopetition. Our study connects the literature on IOPs with developments in institutional theory and further advances the institutional project management literature.

      PubDate: 2018-05-14T17:33:52Z
      DOI: 10.1016/j.ijproman.2018.03.005
  • Uncertainty, opportunistic behavior, and governance in construction
           projects: The efficacy of contracts
    • Authors: Jingya You; Yongqiang Chen; Wenqian Wang; Chenxi Shi
      Abstract: Publication date: Available online 1 May 2018
      Source:International Journal of Project Management
      Author(s): Jingya You, Yongqiang Chen, Wenqian Wang, Chenxi Shi
      Uncertainty makes exchanges subject to substantial opportunistic behavior that is generally believed to be curbed by the contract. However, how the contract governs the relationship between uncertainty and opportunistic behavior has not been elaborated. This paper examines the effects of uncertainty on the supplier's opportunistic behavior and the moderating effects of contractual complexity. This research classifies uncertainty into environmental uncertainty and behavioral uncertainty and distinguishes contractual complexity from a functional perspective, with elements including control, coordination and adaptation. Using data from 220 owners and general contractors in the Chinese construction industry, this research reveals that a positive relationship exists between uncertainty and opportunistic behavior. Contractual control and adaptation have effects on weakening the relationship between environmental uncertainty and opportunistic behavior, while contractual coordination can mitigate the opportunistic behavior induced by behavioral uncertainty. These findings offer new insights into uncertainty management and a nuanced understanding of contractual governance in projects.

      PubDate: 2018-05-14T17:33:52Z
      DOI: 10.1016/j.ijproman.2018.03.002
  • Corrigendum to “Project capabilities for operational outcomes in
           inter-organisational settings: The case of London Heathrow Terminal 2”
           [Int. J. Proj. Manag., 36 (2018) 444–459]
    • Authors: Vedran Zerjav; Andrew Edkins; Andrew Davies
      Abstract: Publication date: Available online 27 April 2018
      Source:International Journal of Project Management
      Author(s): Vedran Zerjav, Andrew Edkins, Andrew Davies

      PubDate: 2018-05-14T17:33:52Z
      DOI: 10.1016/j.ijproman.2018.04.002
  • Governance-as-practice for major public infrastructure projects: A case of
           multilevel project governing
    • Authors: Maude Brunet
      Abstract: Publication date: Available online 27 April 2018
      Source:International Journal of Project Management
      Author(s): Maude Brunet
      The aim of this article is to advance a conceptualization for governance-as-practice, based on current developing streams of processual and practice studies — strategy-as-practice and project-as-practice. Although project governance has gained recognition as an important object of inquiry, what is actually done by different actors having to manage those projects has been studied much less. This article presents a qualitative research based on a multiple-case study of four major public infrastructure projects in Quebec, Canada. Considering the role of material artefacts in this process, along with organizational change, the results show how projects performative practices were enacted against the ostensive ones, uncovering a process of multilevel project governing. The main contributions are: 1) to unfold the knowledge articulation process of an institutional project governance framework, as it is translated into projects, and 2) to understand and document governmental practices in order to reflect on them and gain deeper insights about project governance.

      PubDate: 2018-05-14T17:33:52Z
      DOI: 10.1016/j.ijproman.2018.02.007
  • Impact of quality performance ambiguity on contractor's opportunistic
           behaviors in person-to-organization projects: The mediating roles of
           contract design and application
    • Authors: Yan Ning
      Abstract: Publication date: May 2018
      Source:International Journal of Project Management, Volume 36, Issue 4
      Author(s): Yan Ning
      Contracts are critical for managing projects. However, studies increasingly found that contracts, albeit well written, might not be thoroughly implemented. This study aims to examine the impact of quality performance ambiguity on contractor's opportunistic behaviors in person-to-organization projects and to investigate the mediating role of contract design and application. A questionnaire-survey of 265 dwelling fit-out projects was undertaken in China. The results showed that quality performance ambiguity has great impacts on project development as it hinders detailed contract drafting, results in ineffective contract application and leads to opportunism. The mediation results showed that contract application rather than the written contract mediates the effect of quality performance ambiguity on contractor's opportunistic behaviors. Thus, it is recommended that project managers should pay attention to project characteristics and the gaps between the design and application of contracts in project management.

      PubDate: 2018-04-10T23:34:17Z
  • Review of studies on the public–private partnerships (PPP) for
           infrastructure projects
    • Authors: Caiyun Cui; Yong Liu; Alex Hope; Jianping Wang
      Abstract: Publication date: Available online 4 April 2018
      Source:International Journal of Project Management
      Author(s): Caiyun Cui, Yong Liu, Alex Hope, Jianping Wang
      Public–private partnership (PPP) is an approach adopted to enhance the economic value of infrastructure outputs, and it encompasses a broad spectrum of public sector infrastructure. Many researchers have explored the application of PPP to improve the efficiency of infrastructure delivery. This study aims to review the existing PPP research to explore the status quo, trends, and gaps in research for PPP infrastructure projects. A systematic process involving a three-phase word frequency analysis, cluster analysis, and a search on potential research topics helps to provide enough potential articles related to PPP research and reduce arbitrariness and subjectivity involved in the research topic analysis. As a result, six main research topics aligned with the infrastructure PPP projects were derived. The research gaps and research directions can serve as a motivation for researchers and practitioners to work on the next generation of PPP studies to support the development of infrastructure.

      PubDate: 2018-04-10T23:34:17Z
      DOI: 10.1016/j.ijproman.2018.03.004
  • Impact of contractor's optimized financing cost on project bid price
    • Authors: S.M. Reza Alavipour; David Arditi
      Abstract: Publication date: Available online 26 March 2018
      Source:International Journal of Project Management
      Author(s): S.M. Reza Alavipour, David Arditi
      The financing cost depends on the incoming and outgoing cash flow throughout the project, and can differ greatly from project to project. This study proposes a model that calculates the expected financing cost based on the cash flow forecast. This approach is more realistic than assuming an approximate percentage of the total cost. The proposed model calculates the bid price using an optimized financing cost that is obtained by selecting an optimum combination of available financing alternatives offered by different lenders. The proposed model minimizes financing cost, reduces the bid price, enhances the competitiveness of the bidder, increases the contractor`s negotiating power with a lender by providing an optimum financing schedule, and eliminates the risk of financing surprises during construction. This study investigates the impact of different financing considerations on bid price in three cases to prove the effectiveness of the proposed model.

      PubDate: 2018-04-10T23:34:17Z
      DOI: 10.1016/j.ijproman.2018.03.001
  • Speeding up decision-making in project environment: The effects of
           decision makers' collaboration network dynamics
    • Authors: Qi Wen; Maoshan Qiang; Peter Gloor
      Abstract: Publication date: Available online 22 March 2018
      Source:International Journal of Project Management
      Author(s): Qi Wen, Maoshan Qiang, Peter Gloor
      Faced with continuously changing project environments, organizations need to not only make the right decisions but also make decisions in a timely manner. This study investigates the determinants of timely decision-making from the perspective of collaboration network dynamics. From the archival data recordings of the decision-making meetings of Program N, a national water transfer program, the meeting-based collaboration relationships of the decision makers were identified. Cox regression was employed to explore the effects of collaboration network dynamics on the time needed to reach a decision. The results suggest that stronger previous collaboration relationships and more centralized social capital distribution in decisions groups contribute to more timely decision-making. These findings substantiate social network theories in a real-world collaborative decision-making setting and reveal the facilitators of timely project decisions. The practical implication for project decision management is that the recruitment of a decision-making group should be based on not only the decision makers' technical expertise but also their collaboration network dynamics.

      PubDate: 2018-04-10T23:34:17Z
      DOI: 10.1016/j.ijproman.2018.02.006
  • Process coordination, project attributes and project performance in
           offshore-outsourced service projects
    • Authors: Yajuan Wang; Yi Liu; Cem Canel
      Abstract: Publication date: Available online 22 March 2018
      Source:International Journal of Project Management
      Author(s): Yajuan Wang, Yi Liu, Cem Canel
      Interfirm process coordination is pivotal for offshore outsourced service project success. Via knowledge-based and organizational learning view, this study explores the effectiveness of process coordination in the dyadic client-provider relationship. We investigate the influence of interactive and implicit coordination on project performance under contingencies of project modularity and complexity, which determine interfirm interdependencies from the top down and from the bottom up. The objectives are to comprehend the two approaches to coordinating and integrating partners' endeavors during project implementation and to unveil their interactions with project context. Our theoretical and empirical analyses show how the effectiveness of process coordination depends on project attributes individually and jointly.

      PubDate: 2018-04-10T23:34:17Z
      DOI: 10.1016/j.ijproman.2018.02.005
  • 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
  • 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
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