Pub Date : 2024-12-01DOI: 10.1016/j.plas.2024.100162
Bingsheng Liu , Shi-Hao Zhou , Dan Wang , Henry J. Liu , David J. Edwards , Yuan Chen
Although authoritarian leadership (AL) behaviour is critical to organisational performance, its impact in different cultural contexts has received scant academic attention especially for managing bespoke projects which require temporary organisations to be formed. Drawing from self-determination and expectancy theories, this present research develops an integrated model to interpret the underlying impacts that the two dichotomous groups of ALs (i.e. discipline- and dominance-focused) have on project team members' task and innovative performance in China. The model developed was tested using the data collected from 316 Chinese project team members. Empirical evidence indicates that psychological empowerment acts as a ‘mediator’ via which the discipline- and dominance-focused ALs can positively and negatively affect the team members' task and innovative performance respectively. Additionally, the aforementioned indirect relationships are moderated by outcome expectancy, implying a positive interdependency between them. This research enriches an understanding of ALs and project team in terms of task completion and innovation and is useful for developing interventions to improve project team performance.
{"title":"Authoritarian leadership in projects: An integrated model to understand the team members’ task and innovative performance","authors":"Bingsheng Liu , Shi-Hao Zhou , Dan Wang , Henry J. Liu , David J. Edwards , Yuan Chen","doi":"10.1016/j.plas.2024.100162","DOIUrl":"10.1016/j.plas.2024.100162","url":null,"abstract":"<div><div>Although authoritarian leadership (AL) behaviour is critical to organisational performance, its impact in different cultural contexts has received scant academic attention especially for managing bespoke projects which require temporary organisations to be formed. Drawing from self-determination and expectancy theories, this present research develops an integrated model to interpret the underlying impacts that the two dichotomous groups of ALs (i.e. discipline- and dominance-focused) have on project team members' task and innovative performance in China. The model developed was tested using the data collected from 316 Chinese project team members. Empirical evidence indicates that psychological empowerment acts as a ‘mediator’ via which the discipline- and dominance-focused ALs can positively and negatively affect the team members' task and innovative performance respectively. Additionally, the aforementioned indirect relationships are moderated by outcome expectancy, implying a positive interdependency between them. This research enriches an understanding of ALs and project team in terms of task completion and innovation and is useful for developing interventions to improve project team performance.</div></div>","PeriodicalId":101050,"journal":{"name":"Project Leadership and Society","volume":"5 ","pages":"Article 100162"},"PeriodicalIF":0.0,"publicationDate":"2024-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142747967","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-11-19DOI: 10.1016/j.plas.2024.100161
Fran Ackermann , Eunice Maytorena-Sanchez
Despite the considerable body of extant research on project management complexities, further investigation of the actualities of practice, and the impact of projects on societies is required – but this is not easy. Research methods that enable researchers to surface, structure, and analyse the range of interacting issues, objectives, values, decisions, and options that constitute project complexities, in a way that provides richness and depth, are critical for advancing the field. This paper provides a synthesis of the literature on causal mapping applied in project studies and reflects on how causal mapping can provide a powerful data collection and analysis technique which can reveal valuable insights on project organising practice. The paper present how causal mapping has been used to support three data collection forms (desk-based, individual and group settings) commonly used in project studies, noting both the benefits and challenges before reflecting upon how it can be used in a complementary manner alongside other data collection approaches such as surveys, and methods such as case studies and action research. The paper concludes with some final comments along with noting potential research directions.
{"title":"Overlooked and underused? The benefits and challenges of using causal mapping for project studies","authors":"Fran Ackermann , Eunice Maytorena-Sanchez","doi":"10.1016/j.plas.2024.100161","DOIUrl":"10.1016/j.plas.2024.100161","url":null,"abstract":"<div><div>Despite the considerable body of extant research on project management complexities, further investigation of the actualities of practice, and the impact of projects on societies is required – but this is not easy. Research methods that enable researchers to surface, structure, and analyse the range of interacting issues, objectives, values, decisions, and options that constitute project complexities, in a way that provides richness and depth, are critical for advancing the field. This paper provides a synthesis of the literature on causal mapping applied in project studies and reflects on how causal mapping can provide a powerful data collection and analysis technique which can reveal valuable insights on project organising practice. The paper present how causal mapping has been used to support three data collection forms (desk-based, individual and group settings) commonly used in project studies, noting both the benefits and challenges before reflecting upon how it can be used in a complementary manner alongside other data collection approaches such as surveys, and methods such as case studies and action research. The paper concludes with some final comments along with noting potential research directions.</div></div>","PeriodicalId":101050,"journal":{"name":"Project Leadership and Society","volume":"5 ","pages":"Article 100161"},"PeriodicalIF":0.0,"publicationDate":"2024-11-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142704270","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-10-26DOI: 10.1016/j.plas.2024.100160
Xavier Morin , Alejandro Romero-Torres
Decision-making is critical throughout the entire project cycle, particularly during the project design stage, where the detailed concept is developed based on stakeholders' requirements and project constraints. To improve project design, various digital technologies are employed to provide stakeholders with comprehensive data for informed decision-making. The paper aims to understand how BIM influence the decision-making process – input, decision and output - during the project design. More specifically, we aim to answer the following question: which decision-making challenges could restrict BIM benefits during the project design stage? Utilizing two embedded case studies and a focus group, we explore the perceived benefits and challenges of BIM in decision-making among project actors. This research contributes to the field of digital technologies in project management by highlighting specific benefits and challenges, such as decision validation and the transformation of decision makers’ roles. Our findings illustrate the interconnected nature of these benefits and challenges through the Input-Process-Output model. We specifically emphasize that the advantages of BIM in the decision-making process can be significantly affected if project organizations do not adapt the roles and competencies of decision makers to effectively utilize BIM. The use of BIM therefore brings novel decision-making challenges, which are presented in the discussion.
{"title":"How does building information modeling influence decision-making process in the project design? An input, process and output analysis","authors":"Xavier Morin , Alejandro Romero-Torres","doi":"10.1016/j.plas.2024.100160","DOIUrl":"10.1016/j.plas.2024.100160","url":null,"abstract":"<div><div>Decision-making is critical throughout the entire project cycle, particularly during the project design stage, where the detailed concept is developed based on stakeholders' requirements and project constraints. To improve project design, various digital technologies are employed to provide stakeholders with comprehensive data for informed decision-making. The paper aims to understand how BIM influence the decision-making process – input, decision and output - during the project design. More specifically, we aim to answer the following question: which decision-making challenges could restrict BIM benefits during the project design stage? Utilizing two embedded case studies and a focus group, we explore the perceived benefits and challenges of BIM in decision-making among project actors. This research contributes to the field of digital technologies in project management by highlighting specific benefits and challenges, such as decision validation and the transformation of decision makers’ roles. Our findings illustrate the interconnected nature of these benefits and challenges through the Input-Process-Output model. We specifically emphasize that the advantages of BIM in the decision-making process can be significantly affected if project organizations do not adapt the roles and competencies of decision makers to effectively utilize BIM. The use of BIM therefore brings novel decision-making challenges, which are presented in the discussion.</div></div>","PeriodicalId":101050,"journal":{"name":"Project Leadership and Society","volume":"5 ","pages":"Article 100160"},"PeriodicalIF":0.0,"publicationDate":"2024-10-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142555629","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-10-22DOI: 10.1016/j.plas.2024.100159
Susanna Hedborg , Simon Addyman
Projects are discussed as social processes that are bounded in both time and space. Elaborating on space is still scarce in studies on project organising. The aim in this paper is to explore space influence on project planning, to extend our understanding of the relationship between space and project organising. Through two illustrative examples, construction project planning practices were followed within and between projects as the actors sought to handle space. Contribution develops current understanding of how projects are embedded in space and its influence on project planning practices, by shedding light on the recursive relationship between space and project organising. Furthermore, to trace planning practice both within a project and between parallel projects visualise how a broader perspective of the embeddedness is necessary. The findings nuance the current understanding of project's embeddedness, by visualising how planning practices can be directed to both changing space or to maintain space by changing practices.
{"title":"Space in project organising: Insights from planning within and between construction projects","authors":"Susanna Hedborg , Simon Addyman","doi":"10.1016/j.plas.2024.100159","DOIUrl":"10.1016/j.plas.2024.100159","url":null,"abstract":"<div><div>Projects are discussed as social processes that are bounded in both time and space. Elaborating on space is still scarce in studies on project organising. The aim in this paper is to explore space influence on project planning, to extend our understanding of the relationship between space and project organising. Through two illustrative examples, construction project planning practices were followed within and between projects as the actors sought to handle space. Contribution develops current understanding of how projects are embedded in space and its influence on project planning practices, by shedding light on the recursive relationship between space and project organising. Furthermore, to trace planning practice both within a project and between parallel projects visualise how a broader perspective of the embeddedness is necessary. The findings nuance the current understanding of project's embeddedness, by visualising how planning practices can be directed to both changing space or to maintain space by changing practices.</div></div>","PeriodicalId":101050,"journal":{"name":"Project Leadership and Society","volume":"5 ","pages":"Article 100159"},"PeriodicalIF":0.0,"publicationDate":"2024-10-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142533812","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-10-03DOI: 10.1016/j.plas.2024.100158
Joseph Awed , Alireza Ahmadian Fard Fini
Despite efforts to identify and prevent causes, construction claims remain inevitable and repetitive. Therefore, focus has shifted to managing claims with systematic processes, yet challenges related to claim preparation persist. Drawing from political governance, where data analytics promote self-governance to overcome similar challenges, this study contrasts politics with construction claims, aiming to investigate potential for adopting similar data-driven approaches in the construction claim context. Through a systematic literature review in conjunction with ten industry interviews, we present similarities in control mechanisms and disciplinary powers as regulatory elements but reveal dissimilarities in self-governance and utilisation of data analytics. This study proposes categorizing initiatives in claim preparation to people-led, organisational-led, and data-led with data analytics pivotal in each. Through the application of data analytics resembling governmentality within the realm of political governance, the study reveals that the integration of self-governance and smart data analytics presents a potential solution for effectively addressing the challenges inherent in the preparation of construction claims.
{"title":"Governmentality in construction claim management: Role of smart data initiatives","authors":"Joseph Awed , Alireza Ahmadian Fard Fini","doi":"10.1016/j.plas.2024.100158","DOIUrl":"10.1016/j.plas.2024.100158","url":null,"abstract":"<div><div>Despite efforts to identify and prevent causes, construction claims remain inevitable and repetitive. Therefore, focus has shifted to managing claims with systematic processes, yet challenges related to claim preparation persist. Drawing from political governance, where data analytics promote self-governance to overcome similar challenges, this study contrasts politics with construction claims, aiming to investigate potential for adopting similar data-driven approaches in the construction claim context. Through a systematic literature review in conjunction with ten industry interviews, we present similarities in control mechanisms and disciplinary powers as regulatory elements but reveal dissimilarities in self-governance and utilisation of data analytics. This study proposes categorizing initiatives in claim preparation to people-led, organisational-led, and data-led with data analytics pivotal in each. Through the application of data analytics resembling governmentality within the realm of political governance, the study reveals that the integration of self-governance and smart data analytics presents a potential solution for effectively addressing the challenges inherent in the preparation of construction claims.</div></div>","PeriodicalId":101050,"journal":{"name":"Project Leadership and Society","volume":"5 ","pages":"Article 100158"},"PeriodicalIF":0.0,"publicationDate":"2024-10-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142425967","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-10-01DOI: 10.1016/j.plas.2024.100157
Qing Yang , Jinbo Song , Yongkui Li , Changfeng Wang , Lingling Zhang , Yan Liu
{"title":"Editorial: Boosting high-quality development by megaprojects","authors":"Qing Yang , Jinbo Song , Yongkui Li , Changfeng Wang , Lingling Zhang , Yan Liu","doi":"10.1016/j.plas.2024.100157","DOIUrl":"10.1016/j.plas.2024.100157","url":null,"abstract":"","PeriodicalId":101050,"journal":{"name":"Project Leadership and Society","volume":"5 ","pages":"Article 100157"},"PeriodicalIF":0.0,"publicationDate":"2024-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142425899","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-23DOI: 10.1016/j.plas.2024.100156
Kun Wang , Yu Feng , Siyao Liu
The National Major Science and Technology Projects in China are characterized by government leadership, interdisciplinary collaboration, and international cooperation. However, challenges such as insufficient innovation capacity and inadequate commercialization of scientific achievements are becoming increasingly prominent. This paper adopts the conceptual framework of natural ecology to examine these projects. By utilizing theories and methods from ecology and systems science, we draw an analogy between the innovation ecosystem of China's national major science and technology projects and the structure of ecological systems, analyzing the interrelationships among the components of the innovation ecosystem and establishing the four-level model. The findings indicate that collaboration and policy guidance among the enterprise, research, and auxiliary innovation layers promote scientific output and innovation, while the external environmental layer provides robust support and safeguards, collectively driving the development of the innovation ecosystem. We study the operational mechanisms of the innovation ecosystem in depth, identifying mechanisms of competitive symbiosis, coordination, and sharing. These mechanisms work together throughout the project management process, offering new insights for enhancing the scientific and effective management of these projects. The national innovation ecosystem and high-quality development mutually reinforce and complement each other. As a critical pathway to high-quality development, our study provides new approaches to addressing the challenges of insufficient innovation capacity and the difficulty in translating scientific achievements into practice, contributing to the optimization of resource allocation, and the deep integration of technological innovation with economic and social development.
{"title":"Analyzing the innovation ecosystem of China's major science and technology projects: From the ecological and systems science perspective","authors":"Kun Wang , Yu Feng , Siyao Liu","doi":"10.1016/j.plas.2024.100156","DOIUrl":"10.1016/j.plas.2024.100156","url":null,"abstract":"<div><div>The National Major Science and Technology Projects in China are characterized by government leadership, interdisciplinary collaboration, and international cooperation. However, challenges such as insufficient innovation capacity and inadequate commercialization of scientific achievements are becoming increasingly prominent. This paper adopts the conceptual framework of natural ecology to examine these projects. By utilizing theories and methods from ecology and systems science, we draw an analogy between the innovation ecosystem of China's national major science and technology projects and the structure of ecological systems, analyzing the interrelationships among the components of the innovation ecosystem and establishing the four-level model. The findings indicate that collaboration and policy guidance among the enterprise, research, and auxiliary innovation layers promote scientific output and innovation, while the external environmental layer provides robust support and safeguards, collectively driving the development of the innovation ecosystem. We study the operational mechanisms of the innovation ecosystem in depth, identifying mechanisms of competitive symbiosis, coordination, and sharing. These mechanisms work together throughout the project management process, offering new insights for enhancing the scientific and effective management of these projects. The national innovation ecosystem and high-quality development mutually reinforce and complement each other. As a critical pathway to high-quality development, our study provides new approaches to addressing the challenges of insufficient innovation capacity and the difficulty in translating scientific achievements into practice, contributing to the optimization of resource allocation, and the deep integration of technological innovation with economic and social development.</div></div>","PeriodicalId":101050,"journal":{"name":"Project Leadership and Society","volume":"5 ","pages":"Article 100156"},"PeriodicalIF":0.0,"publicationDate":"2024-09-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142425898","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-10DOI: 10.1016/j.plas.2024.100152
Kevan M. Rowe , Stephen Jonathan Whitty , Anita Louise Wheeldon
This study explores the relationship between public sector project managers and their organizations' formal project management processes. Utilizing Heidegger's concept of ‘practical comportment,’ we develop the ‘Pragmatic Comportment Compass,’ which identifies four primary modes of this relationship: to use, manipulate, circumvent, and suffer. Based on qualitative data from a focus group of nine experienced project managers in the Australian state government, our findings reveal a tendency to prioritize the public good over strict protocol adherence. This results in adaptive strategies that respond effectively to complex public service realities, ensuring project progress. Our findings challenge the conventional definition of projectification, proposing an alternative that emphasizes the importance of discretion and strategic flexibility. We align this alternative with the principles of street-level bureaucracy and contingency theory, highlighting the necessity for situational responsiveness and resilience in navigating the bureaucratic and procedural obstacles inherent in public sector projects.
{"title":"The Pragmatic Comportment Compass: Rethinking projectification in public sector projects","authors":"Kevan M. Rowe , Stephen Jonathan Whitty , Anita Louise Wheeldon","doi":"10.1016/j.plas.2024.100152","DOIUrl":"10.1016/j.plas.2024.100152","url":null,"abstract":"<div><p>This study explores the relationship between public sector project managers and their organizations' formal project management processes. Utilizing Heidegger's concept of ‘practical comportment,’ we develop the ‘Pragmatic Comportment Compass,’ which identifies four primary modes of this relationship: to use, manipulate, circumvent, and suffer. Based on qualitative data from a focus group of nine experienced project managers in the Australian state government, our findings reveal a tendency to prioritize the public good over strict protocol adherence. This results in adaptive strategies that respond effectively to complex public service realities, ensuring project progress. Our findings challenge the conventional definition of projectification, proposing an alternative that emphasizes the importance of discretion and strategic flexibility. We align this alternative with the principles of street-level bureaucracy and contingency theory, highlighting the necessity for situational responsiveness and resilience in navigating the bureaucratic and procedural obstacles inherent in public sector projects.</p></div>","PeriodicalId":101050,"journal":{"name":"Project Leadership and Society","volume":"5 ","pages":"Article 100152"},"PeriodicalIF":0.0,"publicationDate":"2024-09-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S2666721524000371/pdfft?md5=6e304fcfc6e0bb47ee0e86120aa227ae&pid=1-s2.0-S2666721524000371-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142172510","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-10DOI: 10.1016/j.plas.2024.100154
Armando Castro , Tristano Sainati
While legal topics have been acknowledged by project management academics, scholarly engagement between project management and the law needs to be further developed. This paper examines the intersection of law and project management addressing the growing complexity and multifaceted nature of contemporary projects and their impacts on society. It starts by reviewing previous project management research that has considered legal themes, such as contracts, delivery, disputes, governance, procurement and compliance. Subsequently, the importance of the context of the project is also briefly considered, with a recognition of its influence on the nature and resolution of legal disputes within projects and emerging themes. Then the legal foundation of projects is explored and the concept of legal projects and portfolios is proposed. The paper concludes by inviting the interdisciplinary research community to establish a new line of inquiry that explores the legal dimensions of project management and how project management can influence the legal profession and research.
{"title":"Bridging the gap: Reintegrating legal perspectives into project management","authors":"Armando Castro , Tristano Sainati","doi":"10.1016/j.plas.2024.100154","DOIUrl":"10.1016/j.plas.2024.100154","url":null,"abstract":"<div><p>While legal topics have been acknowledged by project management academics, scholarly engagement between project management and the law needs to be further developed. This paper examines the intersection of law and project management addressing the growing complexity and multifaceted nature of contemporary projects and their impacts on society. It starts by reviewing previous project management research that has considered legal themes, such as contracts, delivery, disputes, governance, procurement and compliance. Subsequently, the importance of the context of the project is also briefly considered, with a recognition of its influence on the nature and resolution of legal disputes within projects and emerging themes. Then the legal foundation of projects is explored and the concept of legal projects and portfolios is proposed. The paper concludes by inviting the interdisciplinary research community to establish a new line of inquiry that explores the legal dimensions of project management and how project management can influence the legal profession and research.</p></div>","PeriodicalId":101050,"journal":{"name":"Project Leadership and Society","volume":"5 ","pages":"Article 100154"},"PeriodicalIF":0.0,"publicationDate":"2024-09-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S2666721524000395/pdfft?md5=0b0480782683d340d3f013b2bbbdf996&pid=1-s2.0-S2666721524000395-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142229445","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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