Project Leadership and Society最新文献

Bridging boundaries: Antecedents and consequences of external relationship quality in project portfolios 桥接边界：项目组合中外部关系质量的前因后果

IF 4.5

Project Leadership and Society

Pub Date : 2026-01-21 DOI: 10.1016/j.plas.2026.100215

Doreen Gehl, Alexander Kock

Organizations actively involve external partners in their project activities to access valuable knowledge, expand their resource pools, and enhance the quality of project outcomes. Research shows that participating in interorganizational collaboration is crucial to fostering the organization's competitive edge. While previous studies have assessed the importance of external collaborations on the project level, research on the role of external partners on the project portfolio level is scarce. Applying a relational view, we studied 116 project portfolios from medium to large-sized organizations across different industries and assessed antecedents and consequences of external relationship quality at the project portfolio level. Our findings indicate that maintaining high-quality relationships with external project partners across the portfolio is positively associated with overall portfolio success and, eventually, business success. Results further indicate that cultural support and structural formalization are critical portfolio-level antecedents to external relationship quality. When testing for the interaction of the cultural and structural antecedents, we find that culture and structure act as substitutes; a highly supportive culture can balance out low formalization and vice versa. By shedding light on the antecedents and consequences of external relationship quality in project portfolios, our research adds to the understanding of project portfolio management in its context. It gives practitioners new insights into mechanisms that need to be considered when opening project portfolios to external partners.

组织积极地将外部合作伙伴纳入其项目活动中，以获取有价值的知识，扩展其资源池，并提高项目结果的质量。研究表明，参与组织间协作对于培养组织的竞争优势至关重要。虽然以往的研究已经评估了外部合作在项目层面的重要性，但对外部合作伙伴在项目组合层面的作用的研究很少。应用关系视图，我们研究了来自不同行业的大中型组织的116个项目组合，并在项目组合层面评估了外部关系质量的前提和后果。我们的发现表明，在项目组合中与外部项目伙伴保持高质量的关系与整个项目组合的成功以及最终的业务成功呈正相关。研究结果进一步表明，文化支持和结构形式化是影响外部关系质量的关键因素。在对文化前因和结构前因的相互作用进行检验时，我们发现文化和结构起替代作用；高度支持性的文化可以平衡低正规化，反之亦然。通过揭示项目组合中外部关系质量的前提和结果，我们的研究增加了对项目组合管理的理解。它为从业者提供了在向外部合作伙伴开放项目组合时需要考虑的机制的新见解。

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引用次数: 0

Dark personality traits in project management: A bibliometric analysis and agenda for future research 项目管理中的黑暗人格特征：文献计量学分析和未来研究议程

IF 4.5

Project Leadership and Society

Pub Date : 2026-01-20 DOI: 10.1016/j.plas.2026.100214

Udechukwu Ojiako , Malcolm Higgs , Khalid Khalfan Mohamed Al Naqbi , M.K.S. Al-Mhdawi , Maxwell Chipulu , Terry Williams , Taiwo Adedeji

For the past thirty-five years, project management research has been largely dominated by studies emphasizing the prosocial, and therefore positive, traits of project managers and their influence on project outcomes. Alongside this tradition, however, a growing body of work has begun to examine alternative traits, specifically project manager dark personality (PMDP) traits, which are frequently described as ‘dark’. These traits are generally characterized as aversive, deviant, or malevolent. Despite increasing scholarly interest, the intellectual structure of research on PMDP traits remains underexplored. To address this gap, the present study undertakes a comprehensive bibliometric analysis of PMDP literature published between 1989 and 2024, with the aim of uncovering the thematic focus and publication patterns within this field. Our analysis reveals seven recurring project-focused themes: ‘Corruption, unethical, and negative behaviours’; ‘Impact of dark traits’; ‘Causes and effects of biases’; ‘Dark leadership and well-being’; ‘Causes of selective reporting’; ‘Authoritarian leadership and toxicity’; and ‘PM traits and outcomes’. The study makes two key contributions: first, it provides a pioneering primer on PMDP traits and traces their developmental trajectory; second, it highlights emerging themes and trends that merit further investigation.

在过去的35年里，项目管理研究在很大程度上被强调项目经理的亲社会（因此是积极的）特征及其对项目结果的影响的研究所主导。然而，伴随着这一传统，越来越多的工作开始研究其他特征，特别是项目经理黑暗人格（PMDP）特征，这通常被描述为“黑暗”。这些特征通常被描述为厌恶、离经叛道或恶意。尽管越来越多的学术兴趣，研究PMDP特征的知识结构仍未得到充分探索。为了解决这一差距，本研究对1989年至2024年间发表的PMDP文献进行了全面的文献计量分析，旨在揭示该领域的主题焦点和出版模式。我们的分析揭示了七个反复出现的项目主题：“腐败、不道德和负面行为”；“黑暗特征的影响”；“偏见的原因和影响”；“黑暗领导与幸福”；“选择性报道的原因”；“威权领导和毒性”；以及“项目经理的特点和结果”。该研究做出了两个关键贡献：首先，它提供了PMDP特征的开创性入门，并追踪了它们的发展轨迹；其次，它突出了值得进一步研究的新主题和趋势。

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引用次数: 0

Understanding multilevel paradoxes in agile projects: between autonomy and control in self-managing teams 理解敏捷项目中的多层悖论：自我管理团队中的自治和控制之间的矛盾

IF 4.5

Project Leadership and Society

Pub Date : 2026-01-10 DOI: 10.1016/j.plas.2026.100213

Sigrid Bjerre, Timo Leimbach

With a focus on paradoxes, this paper aims to analyze the current state of research on self-managing teams within an agile project context. It centers on the interdisciplinary concepts of autonomy and control, particularly their paradoxical interrelations, to understand their varying manifestations and to propose strategies for addressing them. Methodologically, the paper is based on a systematic literature review of the published interdisciplinary research related to agile self-managing teams, and the findings were analyzed using thematic coding. The review identifies three core paradoxes: (1) between individual autonomy and team cohesion, (2) between team autonomy and organizational control, and (3) between agile structures and team practices. These paradoxes emerge across different organizational levels. Although they appear distinct, it is important to recognize that they originate from the same fundamental paradox of autonomy and control. We suggest that understanding this core paradox is essential for identifying and managing its various dimensions. Furthermore, we argue that a key to addressing these paradoxes lies in grasping the conceptual complexity of autonomy and control. More specifically, these paradoxes often occur at multiple levels, individual, team, and organizational, and are caused by factors such as misaligned priorities, competing institutional logics, or uneven information flows. The study highlights the need to embrace paradoxical thinking and foster shared understanding and salience throughout the organization to address these paradoxes effectively. Lastly, the paper calls for further research that adopts a multilevel perspective when studying agile self-managing teams.

本文着眼于悖论，旨在分析敏捷项目背景下自我管理团队的研究现状。它以自主和控制的跨学科概念为中心，特别是它们之间矛盾的相互关系，了解它们的不同表现形式，并提出解决它们的策略。在方法上，本文基于已发表的与敏捷自我管理团队相关的跨学科研究的系统文献综述，并使用主题编码对研究结果进行分析。该综述确定了三个核心悖论：(1)个人自治与团队凝聚力之间，(2)团队自治与组织控制之间，以及(3)敏捷结构与团队实践之间。这些矛盾出现在不同的组织层次。虽然它们看起来是不同的，但重要的是要认识到它们起源于自治和控制的相同基本悖论。我们认为，理解这一核心悖论对于识别和管理其各个维度至关重要。此外，我们认为解决这些悖论的关键在于掌握自主和控制的概念复杂性。更具体地说，这些矛盾经常发生在多个层次，个人、团队和组织，并且是由诸如优先级不一致、竞争的制度逻辑或不平衡的信息流等因素引起的。该研究强调了在整个组织中接受矛盾思维并促进共享理解和突出的必要性，以有效地解决这些矛盾。最后，本文呼吁在研究敏捷自我管理团队时采用多层次的视角进行进一步的研究。

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引用次数: 0

Next practice in agile project management: Putting tailoring into agile transformation 敏捷项目管理的下一个实践：在敏捷转换中加入裁剪

IF 4.5

Project Leadership and Society

Pub Date : 2025-12-01 DOI: 10.1016/j.plas.2025.100207

Fangyuan Shen , Ian Stewart

Agile transformation in projects requires configuring agile practices and frameworks to better fit project needs, goals and circumstances. It is rarely delivered through a systematic process, thereby challenging transformation performance and leading to dissatisfaction and failure. We propose a new, analogical tailoring process model, based on the interactive garment tailor-customer process of garment tailoring, and empirically examine the validity of the model through eight semi-structured interviews and a focus group discussion with agile coaches and project team members. A refined analogical agile tailoring process model is structured to reflect steps for both agile coaches and project teams to exchange, collaborate and achieve agile transformation in projects. The practice innovation we present demonstrates the process-based interactions required to increase the degree of fit of agile techniques and create a stronger agile coach-client team relationship. It clarifies the process for agile transformation at project level and presents a critical view of tailoring that is largely missing from the project management literature.

项目中的敏捷转换需要配置敏捷实践和框架，以更好地适应项目需求、目标和环境。它很少通过系统的过程交付，因此挑战了转换绩效并导致不满和失败。我们提出了一个新的类比裁缝过程模型，该模型基于服装裁缝与客户的互动过程，并通过八次半结构化访谈和与敏捷教练和项目团队成员的焦点小组讨论实证检验了模型的有效性。构建了一个精细化的类比敏捷裁剪过程模型，以反映敏捷教练和项目团队在项目中交流、协作和实现敏捷转换的步骤。我们提出的实践创新展示了基于流程的交互，以提高敏捷技术的契合度，并创建更强大的敏捷教练-客户团队关系。它阐明了项目级敏捷转换的过程，并提出了项目管理文献中大部分缺失的裁剪的批判性观点。

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引用次数: 0

AI as artificial ignorance 人工智能是人为的无知

IF 4.5

Project Leadership and Society

Pub Date : 2025-12-01 DOI: 10.1016/j.plas.2025.100208

Bent Flyvbjerg

First, we present a number of simple tests of AI, which document a profound gap between the hype and the reality of AI. Second, we explain the gap in terms of a confusion of artificial general intelligence with generative artificial intelligence in the promotion of AI. Finally, we analyze AI as bullshit (in the strong philosophical sense of Harry Frankfurt). We find that AI and bullshit are similar in the sense that both prioritize rhetoric over truth. They mix true, false, and ambiguous statements in ways that make it difficult to distinguish which is which. AI sounds convincing even when it's wrong. As such, current AI is more about persuasion than about truth. This is a problem because it means AI produces faulty and ignorant results. For now, we need to be highly skeptical of AI for its lack of a concept of truth.

首先，我们提出了一些简单的人工智能测试，这些测试记录了人工智能的炒作和现实之间的深刻差距。其次，我们从人工智能推广中对通用人工智能与生成人工智能的混淆来解释这一差距。最后，我们分析人工智能是扯淡（在哈利·法兰克福强烈的哲学意义上）。我们发现人工智能和扯淡在某种意义上是相似的，它们都优先考虑修辞而不是真相。他们把真实、虚假和模棱两可的陈述混合在一起，使得很难区分哪个是哪个。人工智能听起来很有说服力，即使它是错误的。因此，目前的人工智能更多的是说服，而不是真相。这是一个问题，因为这意味着人工智能会产生错误和无知的结果。目前，我们需要高度怀疑人工智能，因为它缺乏真理的概念。

引用次数: 0

Project leaders digital Capabilities: A sentiment analysis perspective 项目领导者数字化能力：情感分析视角

IF 4.5

Project Leadership and Society

Pub Date : 2025-12-01 DOI: 10.1016/j.plas.2025.100205

Carl Marnewick

Technologies like artificial intelligence and big data analytics can contribute positively to the management of a project. To sense and seize the associated benefits of technology, project leaders themselves need certain digital capabilities. There is an uncertainty what these digital capabilities are as digital capabilities are typically associated with disciplines like education and health care. The purpose of this article is two-fold: (i) identify relevant digital capabilities and (ii) explore how project leaders can identify and incorporate these digital capabilities to the benefit of the team and the project. To the achieve this purpose, sentiment analysis was used as well as the conducting of two focus groups. Sentiment analysis was used to identify digital capabilities from literature. The focus groups were used to uncover the lived experience of project leaders regarding digital capabilities. Triangulation was done between the results of the sentiment analysis to construct the required digital capabilities. The results indicate that there are 13 generic digital capabilities focusing on technology whereas 12 project-specific digital capabilities are more of a cognitive nature. The results of the sentiment analysis also indicate that project leaders are overwhelmingly negative towards project management digitalisation. The usage of sentiment analysis contributes to the originality of the article. Also, the 25 digital capabilities were mapped upon the Dynamic Capabilities aspects of sensing, seizing and reconfiguration. This research advances our theoretical understanding of the required digital capabilities. Practically, it provides a framework for developing digital project leaders addressing a gap in existing literature.

人工智能和大数据分析等技术可以为项目管理做出积极贡献。为了感知和抓住技术带来的相关好处，项目领导者自己需要一定的数字能力。这些数字能力是什么还不确定，因为数字能力通常与教育和医疗保健等学科有关。本文的目的有两个方面：(i)确定相关的数字能力，（ii）探索项目领导者如何识别和整合这些数字能力，以使团队和项目受益。为了达到这一目的，使用了情绪分析以及两个焦点小组的进行。情感分析用于从文献中识别数字能力。焦点小组被用来揭示项目领导者在数字能力方面的实际经验。在情感分析结果之间进行三角测量，以构建所需的数字能力。结果表明，有13种通用数字能力侧重于技术，而12种特定项目的数字能力更多地属于认知性质。情绪分析的结果还表明，项目负责人对项目管理数字化持压倒性的负面态度。情感分析的使用有助于文章的原创性。此外，25种数字能力被映射到感知、捕获和重新配置的动态能力方面。这项研究促进了我们对所需数字能力的理论理解。实际上，它为发展数字项目领导者提供了一个框架，以解决现有文献中的差距。

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引用次数: 0

Next practice: A trust-and-cooperation “Neighborhood” model for multi-project delivery 下一个实践：多项目交付的信任合作“邻里”模式

IF 4.5

Project Leadership and Society

Pub Date : 2025-12-01 DOI: 10.1016/j.plas.2025.100204

Matt Kammer-Kerwick, Anirudh Muralidharan, Adriann Oommen, Ishani Purohit, Carlos Caldas, Arthur B. Markman

This study explores the adoption and effectiveness of a trust and cooperation-based neighborhood model, designed to foster collaboration and reduce friction among stakeholders in operational environments characterized by complex supply chains and multi-stakeholder engagements. Grounded in the psychological theories of reciprocal exchange, the model envisions a ’neighborhood’ where participants collaborate as partners, fostering predictable outcomes, reduced risks, and greater financial stability. Although the model is intended for operational environments requiring intensive trust and coordination, this research tested its application within the construction sector. The work was conducted in two exploratory phases, both in the United States: a concept test survey followed by pressure testing the model through a series of workshops. The concept test survey assessed industry's interest in and compatibility with this neighborhood approach. Results indicated strong support for the model's collaborative approach highlighting its potential to address the issues of mistrust in the industry. The second phase involved a series of codesign workshops with key industry stakeholders, including a project owner, a general contractor, an architect, and several legal experts. These workshops confirmed the model's strengths in promoting cooperation and transparency but also identified challenges, such as the need for better integration with existing legal frameworks and addressing power dynamics within the neighborhood. This study suggests that the trust and cooperation-based neighborhood model has the potential to transform collaboration in other operational environments such as healthcare, manufacturing supply chains, and technology development. The model also has the potential to be integrated into other cooperative models and frameworks.

本研究探讨了基于信任与合作的社区模式的采用及其有效性，该模式旨在促进复杂供应链和多利益相关者参与的运营环境中利益相关者之间的协作和减少摩擦。该模型以互惠交换的心理学理论为基础，设想了一个参与者作为伙伴合作的“社区”，促进可预测的结果，降低风险，提高金融稳定性。虽然该模型适用于需要高度信任和协调的操作环境，但本研究测试了其在建筑部门的应用。这项工作分两个探索性阶段进行，都是在美国进行的：先进行概念测试调查，然后通过一系列讲习班对模型进行压力测试。概念测试调查评估了工业界对这种邻里方法的兴趣和兼容性。结果表明，该模型的协作方法得到了大力支持，突出了其解决行业不信任问题的潜力。第二阶段涉及一系列与关键行业利益相关者的共同设计研讨会，包括项目所有者、总承包商、建筑师和几位法律专家。这些研讨会确认了该模式在促进合作和透明度方面的优势，但也确定了挑战，例如需要更好地与现有法律框架相结合，并解决周边地区的权力动态问题。这项研究表明，基于信任和合作的邻里模式有潜力改变其他运营环境中的协作，如医疗保健、制造业供应链和技术开发。该模型还具有集成到其他合作模型和框架中的潜力。

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引用次数: 0

Dynamic tensions of individually experienced autonomy in agile project teams: A conceptual model 敏捷项目团队中个体经验自治的动态张力：一个概念模型

IF 4.5

Project Leadership and Society

Pub Date : 2025-12-01 DOI: 10.1016/j.plas.2025.100202

Judith Armbruster , Martina Huemann

In today's complex organizational environments, fostering motivated employees is essential for sustaining success. While we consider autonomy a central motivator in projects, increased autonomy is also a characteristic of agile project teams following self-organizing principles. This combination of creative freedom and commitment creates a paradox of being able to act autonomously while closely interacting with team members to achieve a joint outcome. The individual's experience involves balancing autonomy with team collaboration. This paper investigates the experienced autonomy of individuals in agile teams. It applies a paradox lens to uncover tensions between individual autonomy and being part of an agile team. An integrative literature review, combined with a systematic literature review of 37 research papers, facilitates the comprehensive integration of literature from diverse streams, offering a theoretical contribution. The conceptual contribution involves defining experienced autonomy and developing a model of dynamic tensions for individually experienced autonomy in agile teams. The model identifies three dimensions critical to supporting autonomy: autonomy to learn, autonomy to share, and autonomy to create. This dynamic concept is supported by reinforcing cycles that either enhance or decrease individually experienced autonomy. This research advances the theoretical understanding of autonomy in agile teams and offers practical insights for organizational management seeking to foster environments where autonomy enhances motivation. The validation of the model is the subject of further research.

在当今复杂的组织环境中，培养积极的员工是保持成功的关键。虽然我们认为自主权是项目中的核心激励因素，但增加的自主权也是遵循自组织原则的敏捷项目团队的一个特征。这种创造性自由和承诺的结合创造了一个悖论，即能够自主行动，同时与团队成员密切互动，以实现共同的结果。个人的经验包括平衡自主和团队合作。本文研究了敏捷团队中个人的经验自治。它运用了一个悖论的视角来揭示个人自主权和成为敏捷团队的一部分之间的紧张关系。综合文献综述，结合对37篇研究论文的系统文献综述，促进了不同流派文献的综合整合，提供了理论贡献。概念上的贡献包括定义经验自治，并为敏捷团队中的个人经验自治开发动态紧张模型。该模型确定了支持自主的三个关键维度：学习的自主、分享的自主和创造的自主。这种动态概念是通过强化循环来支持的，这些循环可以增强或减少个人体验的自主性。本研究推进了对敏捷团队自主性的理论理解，并为组织管理层寻求培养自主性增强动机的环境提供了实践见解。该模型的有效性有待进一步研究。

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引用次数: 0

The consequences of shared leadership on job demands and job resources in project teams 在项目团队中，共同领导对工作需求和工作资源的影响

IF 4.5

Project Leadership and Society

Pub Date : 2025-11-11 DOI: 10.1016/j.plas.2025.100203

Marion Karppi , Ursula Hyrkkänen , Markku Jokisaari

Shared leadership has been identified as an important form of team-centric leadership that complements vertical leadership practices in project teams. It has been connected with many positive outcomes on team performance and effectiveness, and it has been reported to enhance team members' job satisfaction. However, less is known about how team members experience the consequences of shared leadership. Hence the aim of our study was to explore how shared leadership consequences are experienced amongst project team members, and how these consequences are related to job demands and resources. We conducted a qualitative study with 31 participants from 15 project teams from private and public sector. The data was analysed with a lens of job demands-resources (JD-R) theory to capture how team members perceive shared leadership consequences, and how these experiences are reflected as job demands and resources. We found that project team members’ experiences of shared leadership consequences were reflected as increasing hindrance and challenge demands, and as enhancing job resources. Our findings bring new knowledge on shared leadership consequences and highlight both the benefits and cautions of these consequences for project teams.

共享领导被认为是团队中心领导的一种重要形式，它补充了项目团队中的垂直领导实践。它与团队绩效和有效性的许多积极结果有关，并且有报道称它可以提高团队成员的工作满意度。然而，对于团队成员如何体验共享领导的后果，我们所知甚少。因此，我们研究的目的是探索项目团队成员之间如何经历共同的领导后果，以及这些后果如何与工作需求和资源相关。我们对来自私营和公共部门的15个项目团队的31名参与者进行了定性研究。研究人员从工作需求-资源（JD-R）理论的角度对数据进行了分析，以了解团队成员如何看待共同领导的结果，以及这些经验如何反映为工作需求和资源。我们发现项目团队成员共享领导结果的经验反映为增加的障碍和挑战需求，以及增加的工作资源。我们的发现带来了关于共享领导结果的新知识，并强调了这些结果对项目团队的好处和警告。

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引用次数: 0

Handling Editor: Martina HuemannCall for Papers: Narratives in Project Leadership 论文征集：项目领导中的叙事

IF 4.5

Project Leadership and Society

Pub Date : 2025-11-11 DOI: 10.1016/j.plas.2025.100201

Natalya Sergeeva , Johan Ninan , Rehab Iftikhar , Stephanie L. Dailey

引用次数: 0