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Journal Cover International Journal of Project Management
  [SJR: 1.497]   [H-I: 88]   [51 followers]  Follow
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 0263-7863
   Published by Elsevier Homepage  [3089 journals]
  • 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 time pacing in organizations transitioning to a project-based
           mode – 3 cases studies of two multinational companies
    • Authors: Hala Alioua; Fanny Simon
      Pages: 1427 - 1443
      Abstract: Publication date: November 2017
      Source:International Journal of Project Management, Volume 35, Issue 8
      Author(s): Hala Alioua, Fanny Simon
      This paper aims to better understand how teams create new knowledge to adapt their work processes as they move from managing on-going and well-defined operations to a project mode. We particularly focus on major events affecting projects and demonstrate that temporality influences actors' willingness and ability to generate new knowledge within the team and to diffuse that knowledge at different levels in the organization. Results show that time is mostly not considered as linear but rather in its subjective dimension. Thus, subjective perceptions of time such as temporal compression or flow enhance the generation of tacit or explicit knowledge. In this study, we study three projects by two multinationals to show the different reactions and perceptions of timing of team members. Our research brings new insights on organizations that moved from a mode based on on-going operations to a project-led mode as well as knowledge generation.

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

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

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

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

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

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

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

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

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

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

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

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

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

      PubDate: 2017-10-10T19:10:42Z
      DOI: 10.1016/j.ijproman.2017.09.009
  • 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
  • Cost and time project management success factors for information systems
           development projects
    • Authors: Sanchez Marco; Alexandre Terlizzi Heverton Roberto Oliveira Cesar Moraes
      Abstract: Publication date: November 2017
      Source:International Journal of Project Management, Volume 35, Issue 8
      Author(s): Otávio Próspero Sanchez, Marco Alexandre Terlizzi, Heverton Roberto de Oliveira Cesar de Moraes
      Successful development of Information Systems (IS) Projects has been a source of competitive advantage for many organizations. This paper proposes the Cost and Time Project Management Success – CTPMS, an essential measure in this context because projects must dynamically address cost and time success under an agreed scope. The goal of the paper is to identify the project management practices through which an organization can optimize the CTPMS of IS development projects. Because multiple factors can influence project management success, we analyze a real-world sample of 899 IS projects of a leading bank, using hierarchical models to account for the effects of predictors at four levels of analysis: portfolio network, project, project manager, and team. In addition to proposing and discussing a new measure of project management success for information systems development projects, we identified that project size, duration, postponement, and project manager formal power showed positive effects, whereas team size and team allocation dispersion presented negative effects. The results suggest guidance for factors such as team member allocation and prioritization, among others.

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

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

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

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

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

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

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

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

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

      PubDate: 2017-08-31T10:50:06Z
      DOI: 10.1016/j.ijproman.2017.08.003
  • A profession but not a career' Work identity and career satisfaction
           in project management
    • Authors: David McKevitt; Ronan Carbery; Aoife Lyons
      Abstract: Publication date: Available online 5 August 2017
      Source:International Journal of Project Management
      Author(s): David McKevitt, Ronan Carbery, Aoife Lyons
      Project careers typify contemporary career theories that place the individual, rather than the organisation, as the sole architect of employability and career satisfaction. However, a gap now exists between the strategic importance of projects and the ability of permanent organisations to support and develop the project management role. Using survey data (N=207) of IT project managers our theoretical framework hypothesizes relationships between project management identity and career satisfaction, and the moderating effect of how project managers relate to their role as a job, career or calling. Findings suggest that project managers with a high level of professional identification achieve validation from external project networks reducing the reliance on internal organisational support. However, not all project managers relate to their role as a career. The article discusses the implications for project careers, professionalization and organisation support.

      PubDate: 2017-08-31T10:50:06Z
      DOI: 10.1016/j.ijproman.2017.07.010
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