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Journal Cover International Journal of Project Management
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   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 0263-7863
   Published by Elsevier Homepage  [3042 journals]
  • An island of constancy in a sea of change: Rethinking project
           temporalities with long-term megaprojects
    • Authors: Naomi Brookes; Daniel Sage; Andrew Dainty; Giorgio Locatelli; Jennifer Whyte
      Pages: 1213 - 1224
      Abstract: Publication date: October 2017
      Source:International Journal of Project Management, Volume 35, Issue 7
      Author(s): Naomi Brookes, Daniel Sage, Andrew Dainty, Giorgio Locatelli, Jennifer Whyte
      This paper examines the organizational phenomena of long-term projects. While research literature frames projects as “temporary organizations”, megaprojects have long initiation and delivery phases, lasting years sometimes decades, and deliver capital assets that are used for decades or centuries. Instead of short-duration activity within a fixed organizational context, these projects involve multiple temporalities, combining more and less temporary forms of organizing in the process of enactment. Using an example of a long-term infrastructural megaproject, a wind-farm, to illustrate the phenomenon, we contribute by articulating different temporalities associated with the delivery project, life-cycle; stakeholder organizations that set up the project; and special purpose vehicles through which it is delivered. Implications of these temporalities for project management research and practice are discussed with reference to understandings of risk and knowledge. We argue that focus on long-term projects and their multiple temporalities opens up new ways of thinking about projects as temporary organizations.

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

      PubDate: 2017-06-14T12:59:26Z
      DOI: 10.1016/j.ijproman.2017.05.010
  • Managing social risks at the housing demolition stage of urban
           redevelopment projects: A stakeholder-oriented study using social network
    • Authors: Tao Yu; Geoffrey Qiping Shen; Qian Shi; Xiaodong Lai; Clyde Zhengdao Li; Kexi Xu
      Pages: 925 - 941
      Abstract: Publication date: August 2017
      Source:International Journal of Project Management, Volume 35, Issue 6
      Author(s): Tao Yu, Geoffrey Qiping Shen, Qian Shi, Xiaodong Lai, Clyde Zhengdao Li, Kexi Xu
      In China, the social risks associated with housing demolition increasingly challenge the success of urban redevelopment projects. In practice, these risks are interacting and are associated with various stakeholders. Previous studies have largely focused on risk identification and evaluation without giving sufficient consideration to stakeholders and their linkages with risks. Therefore, we used social network analysis to investigate social risks related to housing demolition, from a stakeholder perspective. Stakeholder-associated risks and their interrelations were investigated based on a literature analysis and interviews with key stakeholders. Using a network analysis we identified critical risks and their corresponding stakeholders. Social security schemes, efficient financial management, multi-dimensional impact assessments, policy analyses and adherence to laws, and public participation were proposed to mitigate risks. The effectiveness of these solutions was quantified based on a network simulation. This study contributes to the body of knowledge on social risk management via linking social risks with stakeholders.

      PubDate: 2017-04-30T16:53:42Z
      DOI: 10.1016/j.ijproman.2017.04.004
  • Time pressure and team member creativity within R&D projects: The role
           of learning orientation and knowledge sourcing
    • Authors: Anis Khedhaouria; Francesco Montani; Roy Thurik
      Pages: 942 - 954
      Abstract: Publication date: August 2017
      Source:International Journal of Project Management, Volume 35, Issue 6
      Author(s): Anis Khedhaouria, Francesco Montani, Roy Thurik
      This paper examines team member creativity within R&D projects and the influence of perceived time pressure on the creative process. A model based on the componential and knowledge sourcing perspectives is proposed to examine the effects of learning orientation, knowledge sourcing and perceived time pressure on team member creativity. The model is validated using a sample of 341 R&D project teams from 53 companies. Perceived time pressure has two effects on team member creativity: (1) a positive effect mediated by learning orientation and knowledge sourcing, where moderate levels of time pressure act as a trigger of the motivational and cognitive processes (i.e., challenging effect); and (2) a negative effect moderating the relationship between team member knowledge sourcing and creativity, where high levels of time pressure act as a constraint of cognitive processes (i.e., constraining effect). Findings show that learning orientation and knowledge sourcing behaviors play a central role in reducing team members' experience of time pressure and in fostering their creativity. There are important theoretical and practical implications relating to how team leaders may manage knowledge sourcing and time pressure within R&D projects to enhance team member creativity.

      PubDate: 2017-04-30T16:53:42Z
      DOI: 10.1016/j.ijproman.2017.04.002
  • Managing project investments irreversibility by accounting relations
    • Authors: Antonio Focacci
      Pages: 955 - 963
      Abstract: Publication date: August 2017
      Source:International Journal of Project Management, Volume 35, Issue 6
      Author(s): Antonio Focacci
      Analytical techniques usually employed in making project selection decisions are of strictly financial origin and, traditionally, tend to consider projects as separate entities from undertaking organizations. This fact underestimates potential negative (and pervasive) outcomes considering that binding constraints affect the whole organization in further additional developments. This paper proposes a methodological algorithm to analyze, model and quantify irreversibility aspects to integrate and support traditional financial techniques. The goal is pursued by considering widespread well-known accounting indexes, and assuming reversibility rate as time needed to return to the “optimal original state” (as defined in accounting literature) prior project investment decisions. An illustrative case is proposed to explain how the methodology can be applied since the pre-feasibility step of the management of project framework. As calculations show, such a reversibility rate can be usefully implemented to improve effectiveness of planning processes within project cost management knowledge area.

      PubDate: 2017-04-30T16:53:42Z
      DOI: 10.1016/j.ijproman.2017.04.006
  • The effects of workplace bullying on team learning, innovation and project
           success as mediated through virtual and traditional team dynamics
    • Authors: Todd Creasy; Andrew Carnes
      Pages: 964 - 977
      Abstract: Publication date: August 2017
      Source:International Journal of Project Management, Volume 35, Issue 6
      Author(s): Todd Creasy, Andrew Carnes
      Workplace bullying has become a impediment to organizational functioning that leads to both individual, group, and legal outcomes. Likewise, given the prevalence of virtual collaboration, the study of virtual team dynamics has become crucial for increasing the effectiveness of key project teams. As a result, this study aims to address the effect of project manager bullying tactics on behavior and perceptions of team-level and team member dynamics in virtual versus traditional project teams. By examining team outcomes, such as perceptions of politics and helping behavior, as well as individual outcomes, such as affective commitment, organizational citizenship behavior, and work–family conflict, we hope to shed light on the negative impact of workplace bullying to project team functioning as well as critical non-work, stress-related outcomes. In addition, we plan to further study the differential effects of bullying in both virtual and traditional project teams.

      PubDate: 2017-05-06T16:40:09Z
      DOI: 10.1016/j.ijproman.2017.04.005
  • The praxis of ‘alignment seeking’ in project work
    • Authors: Bronte van der Hoorn; Stephen J. Whitty
      Pages: 978 - 993
      Abstract: Publication date: August 2017
      Source:International Journal of Project Management, Volume 35, Issue 6
      Author(s): Bronte van der Hoorn, Stephen J. Whitty
      Alignment seeking is the process of reaching agreement on what needs to be done and on the process that should be followed to complete the activity. This empirical study extends the scope of the current project-as-practice literature by providing descriptions of how project managers actually achieve alignment. Photographs taken by the research participants are used to trigger discussion in semi-structured interviews that explore the praxis of alignment seeking in project work. The practices found to enable alignment seeking include: creating a vision; storytelling; seeding ideas; identifying and using personal drivers, and appealing to stakeholders and team members' sense of a ‘higher good’. This paper highlights how alignment seeking can be achieved ‘in practice’ by project managers.

      PubDate: 2017-05-16T13:33:43Z
      DOI: 10.1016/j.ijproman.2017.04.011
  • The influence of business managers' IT competence on IT project success
    • Authors: Jacus Engelbrecht; Kevin Allan Johnston; Val Hooper
      Pages: 994 - 1005
      Abstract: Publication date: August 2017
      Source:International Journal of Project Management, Volume 35, Issue 6
      Author(s): Jacus Engelbrecht, Kevin Allan Johnston, Val Hooper
      Unacceptably low IT project success rates continue to be a persistent problem for organisations and the lack of business involvement in IT projects has been suggested as an important contributor to failures. Adopting a Resource Based View, this paper explores the concept of IT competence of business managers and teases out what the relative impact of each of the components of IT competence is on IT project success. Based on a survey of 108 business managers, results yielded surprising insights. In particular, knowledge of applications exerts a strong influence on project success.

      PubDate: 2017-05-16T13:33:43Z
      DOI: 10.1016/j.ijproman.2017.04.016
  • Sharing the burden of integration: An activity-based view to integrated
           solutions provisioning
    • Authors: Tuomas Ahola; Mervi Vuori; Esa Viitamo
      Pages: 1006 - 1021
      Abstract: Publication date: August 2017
      Source:International Journal of Project Management, Volume 35, Issue 6
      Author(s): Tuomas Ahola, Mervi Vuori, Esa Viitamo
      While earlier research stresses the integration of suppliers and their diverse technological capabilities as a core capability of systems integrator firms, research on ways in which this integration is achieved in practice remains scant and rarely considers the suppliers' perspective to integration. We analyse how ABB, a systems integrator, delivered a complex subsea transformer solution to a customer in the oil and gas industry. Our dyadic, empirical, qualitative case study drawing on interviews of 17 informants revealed that while the responsibility for achieving cross-organizational integration lies primarily by the systems integrator, when motivated by potential of future collaboration, suppliers also actively participate in specific integrative activities. In addition, selection of integrative activities appears to reflect involved actors' priorities amongst time, cost, and scope objectives.

      PubDate: 2017-05-16T13:33:43Z
      DOI: 10.1016/j.ijproman.2017.05.002
  • Project accountability: An exploratory case study using
           actor–network theory
    • Authors: Ruben Burga; Davar Rezania
      Pages: 1024 - 1036
      Abstract: Publication date: August 2017
      Source:International Journal of Project Management, Volume 35, Issue 6
      Author(s): Ruben Burga, Davar Rezania
      Enacting accountability in the management of a project is a dynamic process that involves social interaction. We conducted a case study of the enactment of accountability in the renovation project of a historical building at a public university. We used the concept of accountability and actor–network theory to guide data collection and analysis. Using a graphical mapping syntax of the actor–network relationships at three episodes in the life of the project, we find that artifacts are important actors in translating accountability through the disclosure of information. We also find that accountability in this project is distributed at the outset, goes through stages of enactment through ‘translating’ actors and is ultimately reconstructed through the fulfillment of the project objective. Furthermore, accountability is often being enacted spontaneously, not by design.

      PubDate: 2017-05-20T14:35:24Z
      DOI: 10.1016/j.ijproman.2017.05.001
  • A review of stakeholder management performance attributes in construction
    • Authors: Goodenough D. Oppong; Albert P.C. Chan; Ayirebi Dansoh
      Pages: 1037 - 1051
      Abstract: Publication date: August 2017
      Source:International Journal of Project Management, Volume 35, Issue 6
      Author(s): Goodenough D. Oppong, Albert P.C. Chan, Ayirebi Dansoh
      Construction stakeholder management (SM) engages a lot of attention in project management research domain and industry. This is because construction SM has attained poor industrial feat in the past decades. Hitherto, there is lack of an elaborative tool to manage SM performance in construction projects. Hence, this review fills the gap by presenting a conceptual model of SM performance attributes comprising performance objectives (POs), success factors (SFs) and performance indicators (PIs) that could be engaged to manage (i.e. benchmark, enhance, monitor, and measure) the performance of construction SM. The outcome will benefit professionals and researchers due to the flexibility of selecting a number of attributes that fit the nature, type and stage of projects in order to ensure effective management. It therefore provides a better means of measuring project success in the industry by objectively and subjectively evaluating the level of stakeholder and organisational satisfaction in construction project delivery.

      PubDate: 2017-05-25T18:29:29Z
      DOI: 10.1016/j.ijproman.2017.04.015
  • A dimensional model for describing and differentiating project teams
    • Authors: Yaxian Zhou; Clara Man Cheung; Shu-Chien Hsu
      Pages: 1052 - 1065
      Abstract: Publication date: August 2017
      Source:International Journal of Project Management, Volume 35, Issue 6
      Author(s): Yaxian Zhou, Clara Man Cheung, Shu-Chien Hsu
      Most of the existing studies focus on using taxonomic structures to define different project team types; however, little consensus has been reached on the classification. This paper holds that greater consensus could be achieved by using a dimensional scaling approach to describe project teams. Based on the last 35years of project team research, a conceptual model is presented for describing and differentiating project teams according to seven dimensions: skill differentiation, interdependence, authority differentiation, team size, team longevity, virtuality, and sharedness. In addition, we illustrate the interrelationships among the dimensions. By using this model, we further explain how the 18 types of project teams discussed in the literature could be more effectively presented. Implications of the model as well as its limitations and possible future research directions are also explored.

      PubDate: 2017-06-19T21:39:35Z
      DOI: 10.1016/j.ijproman.2017.04.001
  • Key factors of sustainability in project management context: A survey
           exploring the project managers' perspective
    • Authors: Mauro L. Martens; Marly M. Carvalho
      Pages: 1084 - 1102
      Abstract: Publication date: August 2017
      Source:International Journal of Project Management, Volume 35, Issue 6
      Author(s): Mauro L. Martens, Marly M. Carvalho
      Topics of project management and sustainability have been addressed by countless studies, but research focusing on the intersection of these topics are needed. This research looks at sustainability through the triple-bottom line perspective: economic, social, and environmental. It aims to identify key aspects of sustainability in project management context and to understand its importance based on project managers' lens. A systematic literature review merging bibliometric and content analysis was applied toward an understanding of the key topics. Further, a survey of project managers was performed and analyzed through exploratory factor analysis. The results show that four factors stood out: Sustainable Innovation Business Model, Stakeholders Management, Economic and Competitive Advantage, and Environmental Policies and Resources Saving.
      Graphical abstract image

      PubDate: 2017-06-19T21:39:35Z
      DOI: 10.1016/j.ijproman.2016.04.004
  • Critical success factors (CSFs) for integration of sustainability into
           construction project management practices in developing countries
    • Authors: Saeed Banihashemi; M. Reza Hosseini; Hamed Golizadeh; Shankar Sankaran
      Pages: 1103 - 1119
      Abstract: Publication date: August 2017
      Source:International Journal of Project Management, Volume 35, Issue 6
      Author(s): Saeed Banihashemi, M. Reza Hosseini, Hamed Golizadeh, Shankar Sankaran
      This study looks at the critical success factors (CSFs) affecting integration of sustainability into project management practices of construction projects in developing countries. Having innovation diffusion theory as the theoretical point of departure, CSFs pertaining to the triple bottom line of sustainability (environmental, social and economic) were identified through a comprehensive review of literature. These were customised for the context of developing countries by conducting 16 semi-structured interviews and were presented in form of a conceptual model. The model was validated through a survey returning 101 completed questionnaires with partial least squares structural equation modelling (PLS-SEM) as the method of analysis. This study contributes to the field by presenting one of the first studies in its kind focusing on CSFs for integration of sustainability into project management practices for construction projects within the context of developing countries.

      PubDate: 2017-06-19T21:39:35Z
      DOI: 10.1016/j.ijproman.2017.01.014
  • Can project sustainability management impact project success' An
           empirical study applying a contingent approach
    • Authors: Marly M. Carvalho; Roque Rabechini
      Pages: 1120 - 1132
      Abstract: Publication date: August 2017
      Source:International Journal of Project Management, Volume 35, Issue 6
      Author(s): Marly M. Carvalho, Roque Rabechini
      This study aims to propose and to validate a research model on project sustainability management. Moreover, it investigates the relation between project sustainability management and project success. The methodological approach is a survey-based research, using structural equation modelling to validate the research model. The hypotheses were tested based on a field study involving 222 projects distributed among eight industries and two countries. The results show a low degree of commitment to social and environment aspects of the surveyed projects. The structural model proposed shows a significant and positive relation between project sustainability management and project success and in reducing the social and environmental negative impact.
      Graphical abstract image

      PubDate: 2017-06-19T21:39:35Z
      DOI: 10.1016/j.ijproman.2017.02.018
  • Considering sustainability in project management decision making; An
           investigation using Q-methodology
    • Authors: A.J. Gilbert Silvius; Martin Kampinga; Silvana Paniagua; Herman Mooi
      Pages: 1133 - 1150
      Abstract: Publication date: August 2017
      Source:International Journal of Project Management, Volume 35, Issue 6
      Author(s): A.J. Gilbert Silvius, Martin Kampinga, Silvana Paniagua, Herman Mooi
      Sustainability is one of the most important challenges of our time. Projects play a pivotal role in the realization of more sustainable business practices and the concept of sustainability has also been linked to project management. However, how managers of projects consider sustainability in their operational daily work is still to be explored. This paper uses Q-methodology to investigate the consideration of sustainability aspects in the decision making processes of project managers. The research question was How are dimensions of sustainability considered in the decision-making processes of project managers in relation to the triple constraint of time, cost and quality' Based on the Q-sort of selected respondents, the study found that the consideration of sustainability principles is underrepresented, compared to the triple constraint criteria. However, the analysis of the individual Q-sorts revealed four distinct perspectives that differ significantly in their consideration of sustainability principles and triple constraint criteria.

      PubDate: 2017-06-19T21:39:35Z
      DOI: 10.1016/j.ijproman.2017.01.011
  • Information system project's sustainability capabality levels
    • Authors: Carl Marnewick
      Pages: 1151 - 1166
      Abstract: Publication date: August 2017
      Source:International Journal of Project Management, Volume 35, Issue 6
      Author(s): Carl Marnewick
      Sustainability has been a major topic of discussion over the last couple of years. Project management is also a discipline that is starting to focus on sustainability, but the focus is more on the environmental aspect of the project itself. Information systems (IS) projects do not have such a major impact on the environment as construction and engineering projects do. There is currently little or no knowledge about sustainability within the IS domain and whether sustainability is incorporated. A structured questionnaire was adapted based on previous studies and circulated to the project management community. A total of 1099 responses were received. The responses covered all industries and for the purpose of this article, 387 IS projects (35.2% of the total projects) were analysed. The objective of the study was to determine the level of capability regarding sustainability. Determining sustainability project management capability provides insight into how project managers as well as organisations are incorporating sustainability. The analysis indicates that the focus is on the economic dimension of sustainability. The results also highlight the complete lack of integrating social and environmental sustainability into project management. The research highlights that sustainability in business or IS projects is not being considered. The second contribution is more of a philosophical nature. Exploratory factor analysis indicates that there should be five dimensions when it comes to IS project management instead of the usual three.

      PubDate: 2017-06-19T21:39:35Z
      DOI: 10.1016/j.ijproman.2017.02.014
  • Sustainable project management through project control in infrastructure
    • Authors: Jesse Kivilä; Miia Martinsuo; Lauri Vuorinen
      Pages: 1167 - 1183
      Abstract: Publication date: August 2017
      Source:International Journal of Project Management, Volume 35, Issue 6
      Author(s): Jesse Kivilä, Miia Martinsuo, Lauri Vuorinen
      Sustainability is becoming increasingly important in the delivery of projects as stakeholders require ethicality, eco-friendliness, and economic efficiency during a project's life cycle. Previous studies focused on the environmental aspects of sustainability in project deliverables, whereas less attention has been directed at sustainable project management during project delivery. The goal of this study is to identify the control practices that a project organization uses for sustainable project management. A qualitative single-case study was conducted on a large infrastructure project in which a road tunnel was constructed in a highly demanding environment, involving multiple stakeholders in an alliance contract. The results reveal that sustainable project management is implemented using not only indicators but a holistic control package in which control mechanisms are used differently for different sustainability dimensions. Internal project control is complemented with sustainable project governance, linking the project to its external stakeholders and regulations. The alliance contract activates the partners to exploit innovation opportunities and, thus, promotes economic, environmental, and social sustainability.

      PubDate: 2017-06-19T21:39:35Z
      DOI: 10.1016/j.ijproman.2017.02.009
  • Governing public–private partnerships for sustainability
    • Authors: Marlies Hueskes; Koen Verhoest; Thomas Block
      Pages: 1184 - 1195
      Abstract: Publication date: August 2017
      Source:International Journal of Project Management, Volume 35, Issue 6
      Author(s): Marlies Hueskes, Koen Verhoest, Thomas Block
      There is a recognized need to incorporate sustainability considerations in infrastructure projects delivered through public–private partnerships (PPPs). The aim of this study is to explore how such incorporation can be encouraged. The research is based on a documentary analysis of 25 Flemish PPP infrastructure projects and two follow-up single-case studies. The findings show that sustainability considerations currently play only a limited role, and that the social dimensions of sustainability are largely neglected. It seems likely that this neglect is due to the difficulties encountered in formulating measurable social sustainability criteria. Based on case studies, several governance instruments are presented that might stimulate more consideration for sustainability. This study should, therefore, be of value to practitioners who wish to procure sustainable PPP projects. However, it must be noted that a “strong” sustainability perspective seems inherently incompatible with the contractual PPP project structure, which requires measurable and enforceable performance indicators.

      PubDate: 2017-06-19T21:39:35Z
      DOI: 10.1016/j.ijproman.2017.02.020
  • Project benefits co-creation: Shaping sustainable development benefits
    • Authors: Lynn A. Keeys; Martina Huemann
      Pages: 1196 - 1212
      Abstract: Publication date: August 2017
      Source:International Journal of Project Management, Volume 35, Issue 6
      Author(s): Lynn A. Keeys, Martina Huemann
      Sustainable development (SD) envisions business and their projects to deliver benefits to a broad group of stakeholders. Yet, projects are challenged to realize benefits to meet individual organization business objectives and value concerns. Given the benefits focus of SD, benefits realization helps to understand how SD can be integrated in the management of projects, linking it to strategy. This paper offers benefits co-creation as a strategy for creating benefits for a broad group of stakeholders reflecting holistic SD. The study presents an exploratory case study through a conceptual framework, illustrating one possible approach based on adaptation and emergence. The findings demonstrate how stakeholder co-creation enables the shaping of project SD benefits, addressing stakeholder value concerns and suggest the need to consider a two dimension conceptual approach to benefits realization—benefits creation and benefits capture, reducing the conceptual distance between projects and benefits realization.
      Graphical abstract image

      PubDate: 2017-06-19T21:39:35Z
      DOI: 10.1016/j.ijproman.2017.02.008
  • The role of the project manager in relationship management
    • Authors: Xianhai Meng; Paul Boyd
      Pages: 717 - 728
      Abstract: Publication date: July 2017
      Source:International Journal of Project Management, Volume 35, Issue 5
      Author(s): Xianhai Meng, Paul Boyd
      Relationship management is recognized as a focus of the next generation of project management. As a major sector, the construction industry has increasingly embraced the concept of project-based relationship management. On the other hand, project managers have grown steadily in prominence. This research explores the contribution of construction project managers to relationship management through a combination of qualitative and quantitative methodologies. Project-based relationship management can be either internal or external. This research identifies 18 roles of project managers in internal relationship management (IRM) and 18 roles in external relationship management (ERM). As a result of data analysis, they are categorized into six internal role groups and five external role groups, respectively. In addition to role identification and categorization, this research provides evidence for the change in construction from traditional project management that concentrates on planning and control to new project management that highlights the importance of people and working relationships.

      PubDate: 2017-03-18T01:46:43Z
      DOI: 10.1016/j.ijproman.2017.03.001
  • The wisdom of conversations: Existential Hermeneutic Phenomenology (EHP)
           for project managers
    • Authors: Bradley Rolfe; Steven Segal; Svetlana Cicmil
      Pages: 739 - 748
      Abstract: Publication date: July 2017
      Source:International Journal of Project Management, Volume 35, Issue 5
      Author(s): Bradley Rolfe, Steven Segal, Svetlana Cicmil
      This paper introduces Existential Hermeneutic Phenomenology (EHP) as an approach to reflecting on and studying the lived experience of project management practice. We argue that an EHP way of being is an effective approach for any practitioner confronted by significant existential disruptions to their practice. We develop our proposition of ‘the wisdom of conversations’ as an EHP enabled way for project managers' practical coping with otherwise potentially inhibiting existential disruptions. We understand EHP as a holistic philosophical practice which: 1. allows making the ‘lived experience’ of project management practice explicit for reflection, and 2. is available and useful to practitioners in the field. Heidegger provides the theoretical base through a language of existential categories, which are dimensions of being-in-the-world. Gendlin offers a practical method for accessing the states of being that Heidegger describes. Rorty offers promise, the ability to disclose new possibilities or ways of being-in-the-world through irony and practices of re-description.

      PubDate: 2017-03-25T17:08:33Z
      DOI: 10.1016/j.ijproman.2017.03.002
  • Something old, something new: Path dependence and path creation during the
           early stage of a project
    • Authors: Kirsi Aaltonen; Tuomas Ahola; Karlos Artto
      Pages: 749 - 762
      Abstract: Publication date: July 2017
      Source:International Journal of Project Management, Volume 35, Issue 5
      Author(s): Kirsi Aaltonen, Tuomas Ahola, Karlos Artto
      Urban renewal projects involve several public and private stakeholders whose interaction during the project's early stage determines the scope of the project. Prior research has conveyed a somewhat ahistorical view of this early stage, based on the assumption that abundant design options are available to stakeholders. This study of a multi-stakeholder project, focused on the renewal of the commercial center of the historic garden city of Tapiola, seeks to increase understanding of processes of path dependence and path creation during the project's early stage. The findings show how a project and its stakeholders can be locked into a path that is affected by the stakeholders' shared history. The findings further reveal how external triggering events, emergent stakeholder dynamics, and active individual agency contribute to change in the project's goals, enabling breaking of the shared path and the gradual creation of a new path.

      PubDate: 2017-04-09T05:39:04Z
      DOI: 10.1016/j.ijproman.2017.03.004
  • IT benefits management in financial institutions: Practices and barriers
    • Authors: Marco Alexandre Terlizzi; Alberto Luiz Albertin; Heverton Roberto de Oliveira Cesar de Moraes
      Pages: 763 - 782
      Abstract: Publication date: July 2017
      Source:International Journal of Project Management, Volume 35, Issue 5
      Author(s): Marco Alexandre Terlizzi, Alberto Luiz Albertin, Heverton Roberto de Oliveira Cesar de Moraes
      The adoption of Benefits Management (BM) is important to ensure that information technology (IT) projects add value to the organization; however, the literature still lacks empirical evidence about how organizations are adopting IT BM. The aim of this study is to further investigate how IT BM is adopted in Brazilian financial institutions. A multiple case study approach was implemented at four leading financial institutions in Brazil by means of interviews, document analysis and a survey of 186 IT professionals. The study identified six practices affecting the adoption of IT BM (bonuses are linked to benefits, PMO is responsible for developing an organisational BM process, Net Present Value is used for selecting projects, goals are set before approval, executive committee approves projects, benefits are measured after deployments) and seven barriers to its adoption (difficulty adopting BM in agile projects, benefits are difficult to quantify, process is slow and bureaucratic, controlling costs/benefits are non-mandatory activities, lack of knowledge of BM, difficulty using techniques, resistance to new controls), some of which are newly identified. Finally, an action plan to resolve these issues is presented.
      Graphical abstract image

      PubDate: 2017-04-09T05:39:04Z
      DOI: 10.1016/j.ijproman.2017.03.006
  • Disaster recovery project management: A critical service
    • Authors: Yan Chang-Richards; Randy Rapp; Suzanne Wilkinson; Jason von Meding; Richard Haigh
      Pages: 783 - 787
      Abstract: Publication date: July 2017
      Source:International Journal of Project Management, Volume 35, Issue 5
      Author(s): Yan Chang-Richards, Randy Rapp, Suzanne Wilkinson, Jason von Meding, Richard Haigh

      PubDate: 2017-05-16T13:33:43Z
      DOI: 10.1016/j.ijproman.2017.03.003
  • Community and post-disaster Program Management Methodology
    • Authors: Paul Steinfort
      Pages: 788 - 801
      Abstract: Publication date: July 2017
      Source:International Journal of Project Management, Volume 35, Issue 5
      Author(s): Paul Steinfort
      The challenge for personnel in disaster situations is that there has been very limited effective Program or Project Management (PPM) methodology, education or training provided to plan and implement Programs of Projects that will deliver sustainable value for stakeholders following a disaster. Based on extensive program management research and practice, this paper addresses a context driven, flexible but robustly practical approach to Program and Project Management methodology and education. Current Program Management training is a one size fits all approach based on Project practices and methodologies which do not integrate effectively with Project Management or cater for the largely unpredictable or high risk situation, such as a disaster. This paper reviews • A practical process for assessing, planning and delivering best value outcomes for Programs and Projects. • The PSA Project process which can be integrated into any Project methodology through the working Scope within an effective Work Breakdown Structure (WBS) process by engaging key stakeholder values to enable sustainable Program results..

      PubDate: 2017-05-16T13:33:43Z
      DOI: 10.1016/j.ijproman.2016.07.005
  • A new model for effective post-disaster housing reconstruction: Lessons
           from Gujarat and Bihar in India
    • Authors: Mittul Vahanvati; Martin Mulligan
      Pages: 802 - 817
      Abstract: Publication date: July 2017
      Source:International Journal of Project Management, Volume 35, Issue 5
      Author(s): Mittul Vahanvati, Martin Mulligan
      This paper critiques the traditional project management (PM) approach for post-disaster reconstruction work in relation to long-term effectiveness at strengthening disaster resilience of communities. While assessments of post-disaster reconstruction projects normally occurs within a few years of the disaster this paper is based on a study of four ‘good practice’ reconstruction projects, 15years after the earthquake and seven years after the flooding disaster from the Indian states of Gujarat and Bihar respectively. This extended timeframe enabled the examination of long-term outcomes related to disaster resilience of communities. The comparison of the four case study projects through extended timeframe enabled authors to articulate critical success factors contributing to project's effectiveness. The research found that the best long-term outcomes were achieved when the agencies implementing post-disaster housing reconstruction projects: 1) adopted an ‘agile’ approach to project planning and implementation; 2) allocated ample time for gaining and maintaining community trust; iii) provided multiple materials, technologies and skilled labour choices to ensure hazard-safety of housing, and (iv) continued community capacity building beyond the completion of the reconstruction work. These imperatives have prompted the development of a progressive, spiral model for effective post-disaster housing reconstruction project management which is presented in this paper. Classification Empirical research paper.

      PubDate: 2017-05-16T13:33:43Z
      DOI: 10.1016/j.ijproman.2017.02.002
  • Sensemaking through cue utilisation in disaster recovery project
    • Authors: Eva Marie P. Gacasan; Mark W. Wiggins
      Pages: 818 - 826
      Abstract: Publication date: July 2017
      Source:International Journal of Project Management, Volume 35, Issue 5
      Author(s): Eva Marie P. Gacasan, Mark W. Wiggins
      This study examined the role of cue utilisation as a basis for sensemaking in disaster recovery project management. Sensemaking is a critical skill that involves organising and prioritising information to achieve an accurate representation of project situations. A mixed between-within groups design was used to test three groups of participants with different levels of project management experience in the context of disaster recovery. A total of 68 participants completed a situation judgment test that incorporated assessments of four elements of cue utilisation related to disaster recovery project management: cue identification, cue precision, cue discrimination, and cue prioritisation. Statistically significant differences in performance were evident between naïve and non-naïve groups in cue identification, cue precision and cue prioritisation. The results confirm the role of cue utilisation in the context of disaster recovery project management and provide the basis for an assessment tool that could be deployed in practice.

      PubDate: 2017-05-16T13:33:43Z
      DOI: 10.1016/j.ijproman.2016.09.009
  • A hybrid multi-objective decision model for emergency shelter
           location-relocation projects using fuzzy analytic hierarchy process and
           goal programming approach
    • Authors: Ashish Trivedi; Amol Singh
      Pages: 827 - 840
      Abstract: Publication date: July 2017
      Source:International Journal of Project Management, Volume 35, Issue 5
      Author(s): Ashish Trivedi, Amol Singh
      This paper presents a hybrid algorithm for efficiently managing location and relocation projects by proposing a hybrid multi-objective decision model based on analytic hierarchy process (AHP), fuzzy set theory and goal programming approach. The objectives of proposition are to minimise distance, risk, number of sites and uncovered demand and simultaneously maximise suitability based on qualitative factors while taking into consideration demand, capacity, utilisation and budgetary constraints. Since the problem is of multi-objective decision making, we solve it by converting all objectives into a single objective function using goal programming approach. Project managers can benefit from collective expertise of multiple decision makers as proposed model leverages their knowledge into automating shelter site selection and relocation process. The model attempts to achieve a compromise solution to multiple objectives in disaster recovery projects involving shelter location decisions. The results are validated by considering two real case studies of Nepal earthquake.

      PubDate: 2017-05-16T13:33:43Z
      DOI: 10.1016/j.ijproman.2016.12.004
  • The impact of stakeholder attributes on performance of disaster recovery
           projects: The case of transport infrastructure
    • Authors: Mohammad Mojtahedi; Bee Lan Oo
      Pages: 841 - 852
      Abstract: Publication date: July 2017
      Source:International Journal of Project Management, Volume 35, Issue 5
      Author(s): Mohammad Mojtahedi, Bee Lan Oo
      How stakeholder attributes might influence the performance of disaster recovery project remains ambiguous. Stakeholder attributes are socially constructed variables and have been classified as power, legitimacy and urgency based on stakeholder theory. They are not the only factors to predict the overall performance of a project, the environmental factors such as socio-economic and project conditions should also be considered. We, therefore, hypothesised that direct relationship between stakeholder attributes and performance of disaster recovery projects might be mediated by socio-economic and transport infrastructure conditions. Using structural equation modelling with partial least square estimation approach, we analysed data collected from structured questionnaire survey involving local councils in New South Wales, Australia. The results suggest that stakeholders with more power, legitimacy and urgency attributes have managed disaster recovery projects with better performance. The results also show that the socio-economic and transport infrastructure conditions have mediating effects on performance of disaster recovery projects.

      PubDate: 2017-05-16T13:33:43Z
      DOI: 10.1016/j.ijproman.2017.02.006
  • Managing legitimacy: The Christchurch post-disaster reconstruction
    • Authors: Bernard Walker; Huibert P. de Vries; Venkataraman Nilakant
      Pages: 853 - 863
      Abstract: Publication date: July 2017
      Source:International Journal of Project Management, Volume 35, Issue 5
      Author(s): Bernard Walker, Huibert P. de Vries, Venkataraman Nilakant
      Large-scale, post-disaster infrastructure reconstruction projects confront multiple challenges. These include working in a demanding, resource-constrained environment; working to compressed timeframes; addressing community expectations; and protecting the local economy affected by the disaster. Following a series of major earthquakes in Canterbury New Zealand, an innovative organisational arrangement was developed in order to manage the extensive infrastructure reconstruction. This research investigated how SCIRT, the project-based alliance organisation that was created for the disaster recovery, addressed these challenges in handling the vast programme of projects. A key finding was that establishing the internal and external legitimacy of this organisation was a critical element that determined the effectiveness of the recovery work. Managing legitimacy perceptions among the multiple stakeholders is identified as a core task, and a little-recognised critical success factor, in the use of alliances for large-scale disaster-recovery projects.

      PubDate: 2017-05-16T13:33:43Z
      DOI: 10.1016/j.ijproman.2016.07.007
  • Organisational complexity in infrastructure reconstruction – A case
           study of recovering land drainage functions in Christchurch
    • Authors: Kristen MacAskill; Peter Guthrie
      Pages: 864 - 874
      Abstract: Publication date: July 2017
      Source:International Journal of Project Management, Volume 35, Issue 5
      Author(s): Kristen MacAskill, Peter Guthrie
      This paper examines organisational arrangements in a case study of post-earthquake reconstruction in Christchurch, New Zealand. It explores, through qualitative research, the impact of organisational scope on shaping infrastructure reconstruction decisions and how this relates to project management. The study demonstrates how inter-organisational relationships and the remit of individual organisations had a significant bearing on decision-making in addressing land drainage issues in the Christchurch case. Restoring land drainage proved to be particularly challenging in the reconstruction due to issues related to organisational complexity. The study concludes that early recognition and active exploration of organisational scope provides the opportunity for representatives from the relevant organisations to identify possible means of collaboration and can help to overcome complexities presented by a reconstruction context. However, political agendas and different requirements placed on organisations may ultimately hamper the extent to which the intended collaboration occurs.

      PubDate: 2017-05-16T13:33:43Z
      DOI: 10.1016/j.ijproman.2017.02.013
  • Filling the gaps: An investigation of project governance in a
    • Authors: Fiona Levie; Catriona M. Burke; John Lannon
      Pages: 875 - 888
      Abstract: Publication date: July 2017
      Source:International Journal of Project Management, Volume 35, Issue 5
      Author(s): Fiona Levie, Catriona M. Burke, John Lannon
      The importance of governance is widely recognised in disaster relief but the concept of project governance has not yet been examined. To address this, the response of an international non-governmental organisation (NGO) to the 2010 Haiti earthquake is analysed from a project governance perspective. The aim is to assess the understanding and applicability of project governance to NGOs operating in disaster relief situations. Drawing on an extensive review of extant literature, the dimensions of project governance are identified and a conceptual framework is developed as a basis for the investigation. The findings indicate that while the NGO does not explicitly recognise project governance as a concept, nine of its dimensions are particularly evident in the NGO's oversight of its project work. The research also reveals that effective project governance not only fills the governance gap between corporate governance and project management, but also between disaster relief and project management.

      PubDate: 2017-05-16T13:33:43Z
      DOI: 10.1016/j.ijproman.2016.10.007
  • Inter-organizational disaster management projects: Finding the middle way
           between trust and control
    • Authors: Jori Pascal Kalkman; Erik J. de Waard
      Pages: 889 - 899
      Abstract: Publication date: July 2017
      Source:International Journal of Project Management, Volume 35, Issue 5
      Author(s): Jori Pascal Kalkman, Erik J. de Waard
      This article studies disaster response and recovery operations from a project management perspective. In disaster response and recovery projects, characterized by uncertainty and time pressure, inter-organizational collaboration among disaster management organizations is essential. Trust and control are viewed as core aspects for building confidence among collaboration partners. This article sheds more light on this trust-control nexus by studying inter-organizational disaster response and recovery in the Netherlands. On the basis of documents and interviews, the roles of trust and control in the relations between the Dutch armed forces and traditional responders are examined. Findings suggest that trust and control are complementary and mutually reinforcing, while both concepts require multi-level studies to distinguish between inter-personal and inter-organizational trust and control. As a link between the trust-control nexus and power comes to the fore, future research is recommended to focus on the importance of organizational interests and power in post-disaster collaboration efforts.

      PubDate: 2017-05-16T13:33:43Z
      DOI: 10.1016/j.ijproman.2016.09.013
  • A framework for community participation in post-disaster housing
           reconstruction projects: A case of Afghanistan
    • Authors: Zabihullah Sadiqi; Bambang Trigunarsyah; Vaughan Coffey
      Pages: 900 - 912
      Abstract: Publication date: July 2017
      Source:International Journal of Project Management, Volume 35, Issue 5
      Author(s): Zabihullah Sadiqi, Bambang Trigunarsyah, Vaughan Coffey
      The study aims to develop a framework for community participation that can inform a participatory approach more effectively when planning and developing post-disaster reconstruction projects. It focused on post-disaster housing reconstruction projects in Afghanistan. Semi-structured interviews were conducted to explore and explain the impact of the barriers upon community participation, and how such impact can be eliminated or reduced. The analysed results were extended to facilitate the development of a framework for more successful community participation in post-disaster reconstruction. This study identified five common barriers to community participation, which are: lack of community capacity, gender issues, lack of professional competence in NGOs, government policies and practices, and lack of adequate security. A logical framework is proposed as a pragmatic solution for community capacity development activities, which should lead to achieving the following objectives: to re-establish community structure; to encourage sense of project ownership; to provide disaster recovery support; and to provide livelihood opportunities.

      PubDate: 2017-05-16T13:33:43Z
      DOI: 10.1016/j.ijproman.2016.11.008
  • The role of community leadership in disaster recovery projects: Tsunami
           lessons from Japan
    • Authors: Yiwen Lin; Mihaela Kelemen; Toru Kiyomiya
      Pages: 913 - 924
      Abstract: Publication date: July 2017
      Source:International Journal of Project Management, Volume 35, Issue 5
      Author(s): Yiwen Lin, Mihaela Kelemen, Toru Kiyomiya
      While project management has been effectively applied to many fields and sectors, disaster management has yet to see its full benefits. This inductive study generates insights about the nature and role of ‘active leadership’ (LaBrosse, 2007) in the context of a community led recovery project in Minami-sanriku, Japan, an area affected by the 2011 tsunami. Community leaders displayed ‘active leadership’ evidenced in 1) the effective identification of project objectives and relevant stakeholders, 2) the efficient management of stakeholder engagement and 3) the robust understanding of the socio-cultural context in which the Nagasuka Beach Recovery Project took place. This multi-disciplinary and inductive study highlights the need to train project managers (be they community leaders or otherwise) in both technical and soft leadership skills: the former ensure that Project Management methodologies are clearly understood and applied; the latter facilitate the adaptation of these methodologies to the specific socio-cultural locales in which recovery projects take place.
      Graphical abstract image

      PubDate: 2017-05-16T13:33:43Z
      DOI: 10.1016/j.ijproman.2016.09.005
  • Erratum to “Success conditions for international development capacity
    • Authors: Lavagnon A. Ika; Jennifer Donnelly
      First page: 714
      Abstract: Publication date: August 2017
      Source:International Journal of Project Management, Volume 35, Issue 6
      Author(s): Lavagnon A. Ika, Jennifer Donnelly

      PubDate: 2017-05-20T14:35:24Z
      DOI: 10.1016/j.ijproman.2017.01.015
  • Rethinking organizational design for managing multiple projects
    • Abstract: Publication date: Available online 23 June 2017
      Source:International Journal of Project Management
      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: 2017-06-26T18:55:03Z
  • The identification of temporary horizontal leaders in projects: The case
           of China
    • Authors: Ralf Müller; Fangwei Zhu; Xiuxia Sun; Linzhuo Wang; Miao Yu
      Abstract: Publication date: Available online 16 June 2017
      Source:International Journal of Project Management
      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: 2017-06-19T21:39:35Z
      DOI: 10.1016/j.ijproman.2017.05.011
  • Special edition: Social responsibilities for the management of
    • Authors: Liyin Shen; Saixing Zeng; Vivian W.Y. Tam
      Abstract: Publication date: Available online 9 June 2017
      Source:International Journal of Project Management
      Author(s): Liyin Shen, Saixing Zeng, Vivian W.Y. Tam

      PubDate: 2017-06-14T12:59:26Z
      DOI: 10.1016/j.ijproman.2017.06.001
  • Conceptualising the lessons-learned process in project management: Towards
           a triple-loop learning framework
    • Authors: Sue McClory; Martin Read; Ashraf Labib
      Abstract: Publication date: Available online 5 June 2017
      Source:International Journal of Project Management
      Author(s): Sue McClory, Martin Read, Ashraf Labib
      In order to improve success rates of project management, this conceptual paper proposes the inclusion of knowledge management and organisational learning through projects as core aspects of the process, from both individual and organisational perspectives. The lessons-learned process within the project management profession is scrutinised in an attempt to provide new models to overcome the difficulties that inhibit success. Empirical research data from 66 practitioners in an online qualitative survey have influenced the development of our conceptual model. We review single- and double-loop learning systems within the organisation environment, and develop a triple-loop of learning for projects that forms the basis of a new framework. This research will enable future development of processes for utilising the lessons-learned throughout the project life-cycle and the organisation.
      Graphical abstract image

      PubDate: 2017-06-10T09:30:49Z
      DOI: 10.1016/j.ijproman.2017.05.006
  • Bibliographic and comparative analyses to explore emerging classic texts
           in megaproject management
    • Authors: Yongkui Li; Yujie Lu; John E. Taylor; Yilong Han
      Abstract: Publication date: Available online 5 June 2017
      Source:International Journal of Project Management
      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: 2017-06-10T09:30:49Z
      DOI: 10.1016/j.ijproman.2017.05.008
  • The concept of project space: Studying construction project teams from a
           spatial perspective
    • Authors: Petra M. Bosch-Sijtsema; Janni Tjell
      Abstract: Publication date: Available online 4 June 2017
      Source:International Journal of Project Management
      Author(s): Petra M. Bosch-Sijtsema, Janni Tjell
      Within this article the concept of space as a social phenomenon is discussed in relation to collaboration and knowledge sharing within construction design projects. Space has been neglected in project literature and we argue for the relevance to introduce a spatial focus in project literature. Through a qualitative study of three construction design project teams, we collected observations and interview data. In order to support collaboration and knowledge sharing in a project design team we found that (a) spatial awareness within a project space becomes relevant, (b) the possibility for all team members to influence the design, the physical presence of the client and a facilitating leadership style creates a trusting working environment, (c) and different perceptions of project space have implications for engaging in the space. A spatial perspective gives new insights in project teams and how space can support collaboration and knowledge sharing.

      PubDate: 2017-06-05T08:45:06Z
      DOI: 10.1016/j.ijproman.2017.05.009
  • The moderating effect of program context on the relationship between
           program managers' leadership competences and program success
    • Authors: Jingting Shao
      Abstract: Publication date: Available online 30 May 2017
      Source:International Journal of Project Management
      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: 2017-05-30T14:39:02Z
      DOI: 10.1016/j.ijproman.2017.05.004
  • Special issue: When project management meets international development,
           what can we learn?
    • Authors: Lavagnon A. Ika; Jonas Söderlund; Lauchlan T. Munro; Paolo Landoni
      Abstract: Publication date: Available online 27 May 2017
      Source:International Journal of Project Management
      Author(s): Lavagnon A. Ika, Jonas Söderlund, Lauchlan T. Munro, Paolo Landoni

      PubDate: 2017-05-30T14:39:02Z
      DOI: 10.1016/j.ijproman.2017.05.005
  • Projects to create the future: Managing projects meets sustainable
    • Authors: Martina Huemann; Gilbert Silvius
      Abstract: Publication date: Available online 17 May 2017
      Source:International Journal of Project Management
      Author(s): Martina Huemann, Gilbert Silvius

      PubDate: 2017-05-20T14:35:24Z
      DOI: 10.1016/j.ijproman.2017.04.014
  • Identifying combinations of control strategies in dwelling fit-out
           projects: A latent profile analysis
    • Authors: Yan Ning
      Abstract: Publication date: July 2017
      Source:International Journal of Project Management, Volume 35, Issue 5
      Author(s): Yan Ning
      Despite a wealth of research examining the interplay between formal and social controls, the results still presented great contradictories thus far. One reason might be that these studies failed to recognize the existence of latent subgroups differing in the configuration of formal and social controls. To bridge this gap in knowledge, this study adopts a configurational approach to analyze how project control strategies configure in unobserved subgroups. A questionnaire-survey of dwelling fit-out projects was undertaken in China. Data was analyzed using latent profile analysis. Three latent subgroups are identified from the dataset. These are high control profile, moderate control profile and behavior-social control profile. It is also found that high control profile is associated with better project outcomes than the other two profiles. This study contributes a configurational approach to the project control literature. Implications for project controls are provided in the end.

      PubDate: 2017-03-25T17:08:33Z
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