Pub Date : 2022-05-17DOI: 10.1108/ijmpb-11-2021-0300
M. Loosemore, R. Keast, Jo Barraket, George Denny-Smith, S. Alkilani
PurposeThis research addresses the lack of project management research into social procurement by exploring the risks and opportunities of social procurement from a cross-sector collaboration perspective.Design/methodology/approachA content analysis of five focus groups conducted with thirty-five stakeholders involved in the implementation of a unique social procurement initiative on a major Australian construction project is reported.FindingsResults show little collective understanding among project stakeholders for what social procurement policies can achieve, a focus on downside risk rather than upside opportunity and perceptions of distributive injustice about the way new social procurement risks are being managed. Also highlighted is the tension between the collaborative intent of social procurement requirements and the dynamic, fragmented and temporary project-based construction industry into which they are being introduced. Ironically, this can lead to opportunistic behaviours to the detriment of the vulnerable people these policies are meant to help.Practical implicationsThe paper concludes by presenting a new conceptual framework of project risk and opportunity management from a social procurement perspective. Deficiencies in the Project Management Body of Knowledge (PMBOK) are also highlighted around an expanded project management role in meeting these new project management requirements.Originality/valueSocial procurement is becoming increasingly popular in many countries as a collaborative mechanism to ensure construction and infrastructure projects contribute positively to the communities in which they are built. This research addresses the lack of project management research into social procurement by exploring the risks and opportunities of social procurement from a cross-sector collaboration perspective.
{"title":"The risks and opportunities of social procurement in construction projects: a cross-sector collaboration perspective","authors":"M. Loosemore, R. Keast, Jo Barraket, George Denny-Smith, S. Alkilani","doi":"10.1108/ijmpb-11-2021-0300","DOIUrl":"https://doi.org/10.1108/ijmpb-11-2021-0300","url":null,"abstract":"PurposeThis research addresses the lack of project management research into social procurement by exploring the risks and opportunities of social procurement from a cross-sector collaboration perspective.Design/methodology/approachA content analysis of five focus groups conducted with thirty-five stakeholders involved in the implementation of a unique social procurement initiative on a major Australian construction project is reported.FindingsResults show little collective understanding among project stakeholders for what social procurement policies can achieve, a focus on downside risk rather than upside opportunity and perceptions of distributive injustice about the way new social procurement risks are being managed. Also highlighted is the tension between the collaborative intent of social procurement requirements and the dynamic, fragmented and temporary project-based construction industry into which they are being introduced. Ironically, this can lead to opportunistic behaviours to the detriment of the vulnerable people these policies are meant to help.Practical implicationsThe paper concludes by presenting a new conceptual framework of project risk and opportunity management from a social procurement perspective. Deficiencies in the Project Management Body of Knowledge (PMBOK) are also highlighted around an expanded project management role in meeting these new project management requirements.Originality/valueSocial procurement is becoming increasingly popular in many countries as a collaborative mechanism to ensure construction and infrastructure projects contribute positively to the communities in which they are built. This research addresses the lack of project management research into social procurement by exploring the risks and opportunities of social procurement from a cross-sector collaboration perspective.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2022-05-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44353134","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-05-12DOI: 10.1108/ijmpb-08-2021-0227
Erik de Waard, J. Kalkman
PurposeThe present article analyses extreme context studies published in leading project management journals with the aim of developing a time-based typology that could be of value for the project community at large.Design/methodology/approachIn this study, the authors reviewed 62 articles on extreme contexts published in three main project management journals (IJMPB, PMJ and IJPM) and two specialized outlets Disaster Prevention and Management (DPM) and International Journal of Disaster Resilience in the Built Environment (IJDRBE).FindingsThe authors present a typology, in which emergency, risky and disrupted (RED) contexts are related to the manageability of time. It shows that when pressure rises, due to high levels of urgency, uncertainty and ambiguity, control over time decreases, causing the organizational response to shift from formalized into improvised.Research limitations/implicationsBased on this review, the authors theorize the influence of extreme contexts on project management in general.Originality/valueThe study responds to the scholarly call to advance the academic debate on the relatedness of project and temporary organizations by perceiving temporality as a continuum.
{"title":"Synthesizing extreme context studies in project management journals: introducing a time-based project management typology","authors":"Erik de Waard, J. Kalkman","doi":"10.1108/ijmpb-08-2021-0227","DOIUrl":"https://doi.org/10.1108/ijmpb-08-2021-0227","url":null,"abstract":"PurposeThe present article analyses extreme context studies published in leading project management journals with the aim of developing a time-based typology that could be of value for the project community at large.Design/methodology/approachIn this study, the authors reviewed 62 articles on extreme contexts published in three main project management journals (IJMPB, PMJ and IJPM) and two specialized outlets Disaster Prevention and Management (DPM) and International Journal of Disaster Resilience in the Built Environment (IJDRBE).FindingsThe authors present a typology, in which emergency, risky and disrupted (RED) contexts are related to the manageability of time. It shows that when pressure rises, due to high levels of urgency, uncertainty and ambiguity, control over time decreases, causing the organizational response to shift from formalized into improvised.Research limitations/implicationsBased on this review, the authors theorize the influence of extreme contexts on project management in general.Originality/valueThe study responds to the scholarly call to advance the academic debate on the relatedness of project and temporary organizations by perceiving temporality as a continuum.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2022-05-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44489902","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-05-12DOI: 10.1108/ijmpb-07-2021-0179
Kari-Pekka Tampio, H. Haapasalo, Farooq Ali
PurposeThis study primarily aims to analyse stakeholder management challenges and how these emerge in the stakeholder landscape in a large hospital project. From this analysis, the authors aim to identify the implications that stakeholder management has on value creation in a hospital project.Design/methodology/approachThe research method is qualitative. Empirical data were collected in three cycles: project internal documentation, thematic interviews and survey. The literature related to hospital projects, stakeholder analysis and management, stakeholder salience and landscape is summarised, informing the qualitative design of the study.FindingsThe authors noted the importance of project-specific stakeholder identification, salience analysis and landscape description. The regulatory, formal and contractual stakeholders give an over-simplistic picture on stakeholder map. The operative stakeholder map and landscape describe the complexity, uncertainty, dynamism and institutional context inducing the challenges for the stakeholder management. There is an evident potential of utilising the stakeholder landscape and its elements in the resulting collaborative value creation in hospital projects. Multiple and changing stakeholders with differing expectations are an important opportunity to improve the value creation process.Originality/valueStakeholder management has recently attracted much attention in the industrial project setting. This research attempts to identify the operative stakeholder landscape in a large hospital project, not to mention its impact on value creation. This study offers a framework that can help academics and project management practitioners tackle the challenges amongst project stakeholders.
{"title":"Stakeholder analysis and landscape in a hospital project – elements and implications for value creation","authors":"Kari-Pekka Tampio, H. Haapasalo, Farooq Ali","doi":"10.1108/ijmpb-07-2021-0179","DOIUrl":"https://doi.org/10.1108/ijmpb-07-2021-0179","url":null,"abstract":"PurposeThis study primarily aims to analyse stakeholder management challenges and how these emerge in the stakeholder landscape in a large hospital project. From this analysis, the authors aim to identify the implications that stakeholder management has on value creation in a hospital project.Design/methodology/approachThe research method is qualitative. Empirical data were collected in three cycles: project internal documentation, thematic interviews and survey. The literature related to hospital projects, stakeholder analysis and management, stakeholder salience and landscape is summarised, informing the qualitative design of the study.FindingsThe authors noted the importance of project-specific stakeholder identification, salience analysis and landscape description. The regulatory, formal and contractual stakeholders give an over-simplistic picture on stakeholder map. The operative stakeholder map and landscape describe the complexity, uncertainty, dynamism and institutional context inducing the challenges for the stakeholder management. There is an evident potential of utilising the stakeholder landscape and its elements in the resulting collaborative value creation in hospital projects. Multiple and changing stakeholders with differing expectations are an important opportunity to improve the value creation process.Originality/valueStakeholder management has recently attracted much attention in the industrial project setting. This research attempts to identify the operative stakeholder landscape in a large hospital project, not to mention its impact on value creation. This study offers a framework that can help academics and project management practitioners tackle the challenges amongst project stakeholders.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2022-05-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46836211","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-05-10DOI: 10.1108/ijmpb-08-2021-0208
James Connor, V. McDermott, Wilma Gillies
PurposeThe fundamental challenge for project management is dealing with people and their feelings. While there has been sporadic attention to the importance of emotions in project work, project management practices tend to neglect the role of emotions and emotional reflexivity. The authors use a symbolic interaction framework to present an in-depth exploration of emotions and emotional reflexivity in projects.Design/methodology/approachEmpirical data was gathered in 19 semi-structured interviews with diverse project managers to assess their experience of emotion (15 male, 4 female, early 20s to late 50s, 3–38 years of expertise). Transcribed interviews were thematically analysed using a sociology of emotions informed, grounded theory, interactional framework.FindingsThe data revealed that emotional states are framed by factors specific to project management, including organisational change, project constraints and dealing with stakeholders. Explicitly managing emotions improved team engagement and project performance by acting as a catalyst for engaging in reflective practice and intuitive decision making.Practical implicationsGiven the widely held misconceptions of emotion as maladaptive, project management education must focus on empathy in communication and leadership if practitioners are to master valuable soft skills. Techniques for emotional reflection and learning feeling lessons must be incorporated into practice.Originality/valueThe authors contribute to the emerging understanding that emotions matter in project management. The authors demonstrate the centrality of emotions in projects and the substantial impact they have on the wellbeing of practitioners and staff. Emotional reflexivity in practice, which is widely acknowledged yet tends to be ignored, is an essential part of the project manager's toolkit.
{"title":"Passionate projects: practitioner reflections on emotion management","authors":"James Connor, V. McDermott, Wilma Gillies","doi":"10.1108/ijmpb-08-2021-0208","DOIUrl":"https://doi.org/10.1108/ijmpb-08-2021-0208","url":null,"abstract":"PurposeThe fundamental challenge for project management is dealing with people and their feelings. While there has been sporadic attention to the importance of emotions in project work, project management practices tend to neglect the role of emotions and emotional reflexivity. The authors use a symbolic interaction framework to present an in-depth exploration of emotions and emotional reflexivity in projects.Design/methodology/approachEmpirical data was gathered in 19 semi-structured interviews with diverse project managers to assess their experience of emotion (15 male, 4 female, early 20s to late 50s, 3–38 years of expertise). Transcribed interviews were thematically analysed using a sociology of emotions informed, grounded theory, interactional framework.FindingsThe data revealed that emotional states are framed by factors specific to project management, including organisational change, project constraints and dealing with stakeholders. Explicitly managing emotions improved team engagement and project performance by acting as a catalyst for engaging in reflective practice and intuitive decision making.Practical implicationsGiven the widely held misconceptions of emotion as maladaptive, project management education must focus on empathy in communication and leadership if practitioners are to master valuable soft skills. Techniques for emotional reflection and learning feeling lessons must be incorporated into practice.Originality/valueThe authors contribute to the emerging understanding that emotions matter in project management. The authors demonstrate the centrality of emotions in projects and the substantial impact they have on the wellbeing of practitioners and staff. Emotional reflexivity in practice, which is widely acknowledged yet tends to be ignored, is an essential part of the project manager's toolkit.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2022-05-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44930692","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-05-10DOI: 10.1108/ijmpb-06-2021-0147
S. Sankaran, S. Clegg, R. Müller, N. Drouin
PurposeThe purpose of this paper is to investigate and discuss stakeholder issues faced by renewable energy megaprojects and in particular solar and wind power projects and their relevance to socioeconomic evaluation of megaprojects.Design/methodology/approachThe paper uses secondary data collected from the recent literature published on stakeholder issues face by mega solar and wind power energy generation projects around the world. The issues are then analysed across specific challenges in five continents where these projects are being developed. The paper then focuses on the literature on energy justice to elaborate the type of issues being faced by renewable energy megaprojects contributing to the achievement of UN Sustainable Goal 7 and their impact on vulnerable communities where these projects are situated.FindingsRenewable energy megaprojects are rarely discussed in the project management literature on megaprojects despite their size and importance in delivering sustainable development goals. While these projects provide social benefits they also create issues of justice due to their impact of vulnerable populations living is locations where these projects are situated. The justice issues faced include procedural justice, distributive justice, recognition inequalities. The type of justice issues was found to vary intensity in the developed, emerging and developing economies. It was found that nonprofit organisations are embarking on strategies to alleviate energy justice issues in innovative ways. It was also found that, in some instances, smaller local projects developed with community participation could actually contribute more equitable to the UN sustainable development goals avoiding the justice issues posed by mega renewable energy projects.Research limitations/implicationsThe research uses secondary data due to which it is difficult to present a more comprehensive picture of stakeholder issues involving renewable energy megaprojects. The justice issues revealed through thesis paper with renewable energy megaprojects are also present in conventional megaprojects which have not been discussed in the project management literature. Post-COVID-19 these justice issues are likely to become mor prevalent due to the pandemic's impact on vulnerable population exacerbating the issues and increasing their severity on these populations. Therefore it is becoming even more critical to take these into account while developing renewable energy megaprojects.Practical implicationsProper identification and response to energy justice issues can help in alleviating stakeholder issues in renewable energy megaprojects.Social implicationsContributes to the equitable achievement of the United Nations Sustainable Development Goal 7.Originality/valueThis paper addresses a gap in the project management literature on the exploration of stakeholder issues on renewable energy megaprojects. It also brings out the importance of justice issues which can assist in ex
{"title":"Energy justice issues in renewable energy megaprojects: implications for a socioeconomic evaluation of megaprojects","authors":"S. Sankaran, S. Clegg, R. Müller, N. Drouin","doi":"10.1108/ijmpb-06-2021-0147","DOIUrl":"https://doi.org/10.1108/ijmpb-06-2021-0147","url":null,"abstract":"PurposeThe purpose of this paper is to investigate and discuss stakeholder issues faced by renewable energy megaprojects and in particular solar and wind power projects and their relevance to socioeconomic evaluation of megaprojects.Design/methodology/approachThe paper uses secondary data collected from the recent literature published on stakeholder issues face by mega solar and wind power energy generation projects around the world. The issues are then analysed across specific challenges in five continents where these projects are being developed. The paper then focuses on the literature on energy justice to elaborate the type of issues being faced by renewable energy megaprojects contributing to the achievement of UN Sustainable Goal 7 and their impact on vulnerable communities where these projects are situated.FindingsRenewable energy megaprojects are rarely discussed in the project management literature on megaprojects despite their size and importance in delivering sustainable development goals. While these projects provide social benefits they also create issues of justice due to their impact of vulnerable populations living is locations where these projects are situated. The justice issues faced include procedural justice, distributive justice, recognition inequalities. The type of justice issues was found to vary intensity in the developed, emerging and developing economies. It was found that nonprofit organisations are embarking on strategies to alleviate energy justice issues in innovative ways. It was also found that, in some instances, smaller local projects developed with community participation could actually contribute more equitable to the UN sustainable development goals avoiding the justice issues posed by mega renewable energy projects.Research limitations/implicationsThe research uses secondary data due to which it is difficult to present a more comprehensive picture of stakeholder issues involving renewable energy megaprojects. The justice issues revealed through thesis paper with renewable energy megaprojects are also present in conventional megaprojects which have not been discussed in the project management literature. Post-COVID-19 these justice issues are likely to become mor prevalent due to the pandemic's impact on vulnerable population exacerbating the issues and increasing their severity on these populations. Therefore it is becoming even more critical to take these into account while developing renewable energy megaprojects.Practical implicationsProper identification and response to energy justice issues can help in alleviating stakeholder issues in renewable energy megaprojects.Social implicationsContributes to the equitable achievement of the United Nations Sustainable Development Goal 7.Originality/valueThis paper addresses a gap in the project management literature on the exploration of stakeholder issues on renewable energy megaprojects. It also brings out the importance of justice issues which can assist in ex","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2022-05-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41929412","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-05-10DOI: 10.1108/ijmpb-07-2021-0196
Stefan Cronholm, Hannes Göbel
PurposeAction design research (ADR) has become widely accepted as a prominent research method within information systems when managing design-oriented research projects. One purpose of the ADR method is to provide methodological guidance for the building of IT artefacts. However, several scholars have reported a lack of guidance of method support at the micro level. This article aims to complement the macro level of the ADR method by integrating prescriptive method support at the micro level.Design/methodology/approachA qualitative approach including direct content analysis. An empirical ADR project was analysed in order to identify method support that could be integrated into the ADR method.FindingsMethod support at the micro level was identified for all the stages of the ADR method. The method support consists of procedural support, guiding concepts, and various techniques for the documentation of project tasks stated in the ADR method.Research limitations/implicationsThe contribution to theory consists of aspects concerning the integration of macro and micro levels: relationships between normative and prescriptive support, continuous focus shifts, and method completeness.Practical implicationsThe contribution to practice consists of explicit suggestions for method support that could be integrated into the ADR method.Originality/valueThis study extends previously provided knowledge by offering empirical evidence concerning theoretical constructions consisting of explicit relationships between ADR tasks and integrated method support, and elaboration on the integration of macro and micro levels.
{"title":"Action design research: integration of method support","authors":"Stefan Cronholm, Hannes Göbel","doi":"10.1108/ijmpb-07-2021-0196","DOIUrl":"https://doi.org/10.1108/ijmpb-07-2021-0196","url":null,"abstract":"PurposeAction design research (ADR) has become widely accepted as a prominent research method within information systems when managing design-oriented research projects. One purpose of the ADR method is to provide methodological guidance for the building of IT artefacts. However, several scholars have reported a lack of guidance of method support at the micro level. This article aims to complement the macro level of the ADR method by integrating prescriptive method support at the micro level.Design/methodology/approachA qualitative approach including direct content analysis. An empirical ADR project was analysed in order to identify method support that could be integrated into the ADR method.FindingsMethod support at the micro level was identified for all the stages of the ADR method. The method support consists of procedural support, guiding concepts, and various techniques for the documentation of project tasks stated in the ADR method.Research limitations/implicationsThe contribution to theory consists of aspects concerning the integration of macro and micro levels: relationships between normative and prescriptive support, continuous focus shifts, and method completeness.Practical implicationsThe contribution to practice consists of explicit suggestions for method support that could be integrated into the ADR method.Originality/valueThis study extends previously provided knowledge by offering empirical evidence concerning theoretical constructions consisting of explicit relationships between ADR tasks and integrated method support, and elaboration on the integration of macro and micro levels.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2022-05-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47318886","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-05-10DOI: 10.1108/ijmpb-11-2021-0301
S. Takahashi, V. P. Takahashi
PurposeThis study aims to analyze the dynamic of front end development (discover, define and create/analysis and test phases) in the co-creation with multiple stakeholders taking into account the value creation and capture process in a strategic business, consulting project, adding knowledge sharing flows.Design/methodology/approachThe first phase of the study consisted of a review of the narrative literature. The method chosen for analyzing the findings is the narrative synthesis, which sought to identify and show the complementarity between the areas studied. Then, a summary of the review presents a conceptual structure. At the third phase of the study consisted of a field survey characterized for being a descriptive-exploratory and qualitative investigation based on a single case study.FindingsFor the results, three phases of evolution in the relationships among stakeholders can be characterized, namely: formation, strengthening and integration. With regard to value capture, it is also possible to characterize three phases of simultaneous non-linear evolution: sharing of perceptions, ideas and experiences, self-reflection, and vision and solution. With regard to knowledge sharing, two important flows were characterized: solution development and socialization and communication, in which there is a greater relationship with the development of trust, commitment, tie strengthening and shared vision. And some insights from the perspective of integrating dynamic capabilities and front end with value co-creation with multiple stakeholders.Originality/valuePractical and theorical results of the evolution of value co-creation on the front end phases dynamic.
{"title":"Analysis of front end dynamic in the value co-creation with multiple stakeholders","authors":"S. Takahashi, V. P. Takahashi","doi":"10.1108/ijmpb-11-2021-0301","DOIUrl":"https://doi.org/10.1108/ijmpb-11-2021-0301","url":null,"abstract":"PurposeThis study aims to analyze the dynamic of front end development (discover, define and create/analysis and test phases) in the co-creation with multiple stakeholders taking into account the value creation and capture process in a strategic business, consulting project, adding knowledge sharing flows.Design/methodology/approachThe first phase of the study consisted of a review of the narrative literature. The method chosen for analyzing the findings is the narrative synthesis, which sought to identify and show the complementarity between the areas studied. Then, a summary of the review presents a conceptual structure. At the third phase of the study consisted of a field survey characterized for being a descriptive-exploratory and qualitative investigation based on a single case study.FindingsFor the results, three phases of evolution in the relationships among stakeholders can be characterized, namely: formation, strengthening and integration. With regard to value capture, it is also possible to characterize three phases of simultaneous non-linear evolution: sharing of perceptions, ideas and experiences, self-reflection, and vision and solution. With regard to knowledge sharing, two important flows were characterized: solution development and socialization and communication, in which there is a greater relationship with the development of trust, commitment, tie strengthening and shared vision. And some insights from the perspective of integrating dynamic capabilities and front end with value co-creation with multiple stakeholders.Originality/valuePractical and theorical results of the evolution of value co-creation on the front end phases dynamic.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2022-05-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45191913","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-04-14DOI: 10.1108/ijmpb-09-2021-0263
N. Thounaojam, G. Devkar, B. Laishram
PurposeMegaprojects have a long-lasting impact on all three dimensions of sustainability-social, environmental and economic. The advent of the COVID-19 pandemic has further heightened the importance of sustainability due to its disastrous consequences on the global economy and business activities. This study aims to explore the interactions and interventions of various actors in the megaproject field to institutionalise sustainability.Design/methodology/approachThe current study adopted the organisational field approach as the theoretical lens to understand the decision-making process amongst multiple actors with conflicting interests that come together to play an active role in addressing a common interest of sustainability in megaprojects. A single case study has been undertaken using an Indian metro rail megaproject with multiple sources of data (interviews, documents, media reports).FindingsThis study showed that the institutionalisation of sustainability is dependent on interactions of various organisations and influences from institutions. Various institutional measures organised within the field to enhance sustainability practices before and during the COVID-19 pandemic are captured. Four institutional logics (instrumental, intrinsic, equivocal and political) that emerged from the case study are discussed. Finally, while not exhaustive, this study proposed recommendations that can help refine sustainability actions considering COVID-19 implications on megaprojects.Research limitations/implicationsThis study's findings emerged from a single case study. The developed conceptual framework can help further research with multiple cases of megaprojects in various fields or countries.Originality/valueThis study would be novel in advancing the organisational field approach in megaproject sustainability.
{"title":"Institutionalisation of sustainability in Indian megaprojects: an organisational field-based approach","authors":"N. Thounaojam, G. Devkar, B. Laishram","doi":"10.1108/ijmpb-09-2021-0263","DOIUrl":"https://doi.org/10.1108/ijmpb-09-2021-0263","url":null,"abstract":"PurposeMegaprojects have a long-lasting impact on all three dimensions of sustainability-social, environmental and economic. The advent of the COVID-19 pandemic has further heightened the importance of sustainability due to its disastrous consequences on the global economy and business activities. This study aims to explore the interactions and interventions of various actors in the megaproject field to institutionalise sustainability.Design/methodology/approachThe current study adopted the organisational field approach as the theoretical lens to understand the decision-making process amongst multiple actors with conflicting interests that come together to play an active role in addressing a common interest of sustainability in megaprojects. A single case study has been undertaken using an Indian metro rail megaproject with multiple sources of data (interviews, documents, media reports).FindingsThis study showed that the institutionalisation of sustainability is dependent on interactions of various organisations and influences from institutions. Various institutional measures organised within the field to enhance sustainability practices before and during the COVID-19 pandemic are captured. Four institutional logics (instrumental, intrinsic, equivocal and political) that emerged from the case study are discussed. Finally, while not exhaustive, this study proposed recommendations that can help refine sustainability actions considering COVID-19 implications on megaprojects.Research limitations/implicationsThis study's findings emerged from a single case study. The developed conceptual framework can help further research with multiple cases of megaprojects in various fields or countries.Originality/valueThis study would be novel in advancing the organisational field approach in megaproject sustainability.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2022-04-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43040476","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-03-17DOI: 10.1108/ijmpb-10-2021-0291
D. Coghlan, A. Shani, P. Coughlan
PurposeThe article brings the quality characteristics of action research to project management and explores how these quality characteristics of well-designed and executed action research can inform and enhance the practice of project management.Design/methodology/approachA reflective paper.FindingsThe article identifies five imperatives in bringing together action research and project management. The authors argue that project management may be conducted in a manner that is rigorous, reflective and relevant.Research limitations/implicationsThe integration of project management and action research is not empirically described. Therefore, researchers are encouraged to test and further develop the model in relation to the design and management of projects.Practical implicationsPractical questions are posed for implementation.Social implicationsThe integration of action research and project management is a collaborative venture and the engagement imperative emphasizes that collaboration.Originality/valueBy bringing together action research and project management the article integrates five imperatives: design, engagement, improvement, action and research and quality characteristics of action research to enhance project management as rigorous, reflective and relevant.
{"title":"Enhancing the quality of project management through action research","authors":"D. Coghlan, A. Shani, P. Coughlan","doi":"10.1108/ijmpb-10-2021-0291","DOIUrl":"https://doi.org/10.1108/ijmpb-10-2021-0291","url":null,"abstract":"PurposeThe article brings the quality characteristics of action research to project management and explores how these quality characteristics of well-designed and executed action research can inform and enhance the practice of project management.Design/methodology/approachA reflective paper.FindingsThe article identifies five imperatives in bringing together action research and project management. The authors argue that project management may be conducted in a manner that is rigorous, reflective and relevant.Research limitations/implicationsThe integration of project management and action research is not empirically described. Therefore, researchers are encouraged to test and further develop the model in relation to the design and management of projects.Practical implicationsPractical questions are posed for implementation.Social implicationsThe integration of action research and project management is a collaborative venture and the engagement imperative emphasizes that collaboration.Originality/valueBy bringing together action research and project management the article integrates five imperatives: design, engagement, improvement, action and research and quality characteristics of action research to enhance project management as rigorous, reflective and relevant.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2022-03-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41772184","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-03-10DOI: 10.1108/ijmpb-09-2021-0253
Somnoma Edouard Kaboré, Seydou Sané
PurposeThe effects of opportunism have been examined before, but not in specific contexts dominated by a collectivist culture. Thus, this research aims to examine the influence of opportunism on the success of International Development (ID) projects by incorporating a moderating factor – the collectivist dimension of national culture.Design/methodology/approachThe research is based on a primary database collected by questionnaire from 76 ID project coordinators in Burkina Faso (West Africa). The Partial Least Squares Structural Equation Method (PLS-SEM) was used to test our hypotheses.FindingsOur results show that opportunism has a direct negative impact on the success of ID projects. Similarly, the collectivist cultural context is to be considered as an independent variable and not a moderating factor. Indeed, the collectivist cultural context has an important positive influence on the project success. Our results call for the implementation of governance mechanisms (especially relational) to prevent opportunistic behaviour.Originality/valueUntil now, the study of the role of culture in the relationship between opportunism and project success has been neglected. Syntheses of the scientific literature on this topic do not mention any studies that have explored the moderating role of collectivist culture on the relationship between opportunism and project success. This is, to our knowledge, the first study conducted in Africa to examine these relationships in the context of ID projects.
{"title":"The effect of opportunism on the success of international development (ID) projects in a context dominated by a collectivist culture","authors":"Somnoma Edouard Kaboré, Seydou Sané","doi":"10.1108/ijmpb-09-2021-0253","DOIUrl":"https://doi.org/10.1108/ijmpb-09-2021-0253","url":null,"abstract":"PurposeThe effects of opportunism have been examined before, but not in specific contexts dominated by a collectivist culture. Thus, this research aims to examine the influence of opportunism on the success of International Development (ID) projects by incorporating a moderating factor – the collectivist dimension of national culture.Design/methodology/approachThe research is based on a primary database collected by questionnaire from 76 ID project coordinators in Burkina Faso (West Africa). The Partial Least Squares Structural Equation Method (PLS-SEM) was used to test our hypotheses.FindingsOur results show that opportunism has a direct negative impact on the success of ID projects. Similarly, the collectivist cultural context is to be considered as an independent variable and not a moderating factor. Indeed, the collectivist cultural context has an important positive influence on the project success. Our results call for the implementation of governance mechanisms (especially relational) to prevent opportunistic behaviour.Originality/valueUntil now, the study of the role of culture in the relationship between opportunism and project success has been neglected. Syntheses of the scientific literature on this topic do not mention any studies that have explored the moderating role of collectivist culture on the relationship between opportunism and project success. This is, to our knowledge, the first study conducted in Africa to examine these relationships in the context of ID projects.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2022-03-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45882783","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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