Pub Date : 2022-06-07DOI: 10.1108/ijmpb-09-2021-0259
R. Wagner, M. Huemann, M. Radujković
PurposeThis paper aims to provide insights into the role of project management associations for the projectification of society from an institutional theory perspective.Design/methodology/approachThe paper is based on a mixed methods approach. It draws on the research propositions of a recently conducted qualitative study and builds on them by analyzing the empirical data of a quantitative case study.FindingsThe results indicate that the projectification of society in Germany is well advanced and continues growing. The economy plays a leading role, which resonates with other sectors of society. The actions of project management associations have only an indirect influence on the projectification of society, which cultural–cognitive institutions are mediating. Both findings are novel compared to the literature.Practical implicationsTaking an overall view of the findings, project management associations gain a better understanding of the projectification process and important guidance on their role.Social implicationsThe results offer all people interested intriguing insights into the contemporary phenomenon of the projectification of society, along with its current state and future evolution.Originality/valueThe application of institutional theory to the projectification of society in the framework of this case study enables an in-depth analysis of the underlying social processes and interactions between the regulative, normative and cultural–cognitive activities of project management associations on the one hand, and institutions on the other hand, at the societal level. This opens up new and promising perspectives for further research.
{"title":"An institutional theory perspective on the role of project management associations for projectification of society: the case of Germany","authors":"R. Wagner, M. Huemann, M. Radujković","doi":"10.1108/ijmpb-09-2021-0259","DOIUrl":"https://doi.org/10.1108/ijmpb-09-2021-0259","url":null,"abstract":"PurposeThis paper aims to provide insights into the role of project management associations for the projectification of society from an institutional theory perspective.Design/methodology/approachThe paper is based on a mixed methods approach. It draws on the research propositions of a recently conducted qualitative study and builds on them by analyzing the empirical data of a quantitative case study.FindingsThe results indicate that the projectification of society in Germany is well advanced and continues growing. The economy plays a leading role, which resonates with other sectors of society. The actions of project management associations have only an indirect influence on the projectification of society, which cultural–cognitive institutions are mediating. Both findings are novel compared to the literature.Practical implicationsTaking an overall view of the findings, project management associations gain a better understanding of the projectification process and important guidance on their role.Social implicationsThe results offer all people interested intriguing insights into the contemporary phenomenon of the projectification of society, along with its current state and future evolution.Originality/valueThe application of institutional theory to the projectification of society in the framework of this case study enables an in-depth analysis of the underlying social processes and interactions between the regulative, normative and cultural–cognitive activities of project management associations on the one hand, and institutions on the other hand, at the societal level. This opens up new and promising perspectives for further research.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":null,"pages":null},"PeriodicalIF":2.7,"publicationDate":"2022-06-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47198618","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 : 2022-06-06DOI: 10.1108/ijmpb-02-2022-0035
D. Walker, Paulo Vaz Serra, P. Love
PurposePrice reliability for complex and highly complicated infrastructure projects is problematic. Traditional project delivery approaches generally fail in achieving targeted end cost reliability. However, integrated project delivery (and particularly Alliancing), develop a far more reliable and robust project delivery plan and outturn time-cost targets. This paper aims to explore why this may be the case.Design/methodology/approachThis case study investigated the project design, planning, cost/time estimation approach and how risk/uncertainty was dealt with. Five senior project delivery experts from an organisation that delivers multi-billion-dollar infrastructure projects in Australia were interviewed. These five experts collectively had 100+ cross-disciplinary experience years delivering complex infrastructure projects.FindingsAlliancing adopts a radically different approach to project design, time/cost planning and risk assessment and management to traditional project delivery approaches. Key findings explain how the project alliance agreement designs-in processes that maximises team integration and collaboration. Analysis concludes that design thinking is used to craft and shape collaborative behaviours and project governance. Additionally, including project owner and facilities operator representatives in the project team adds valuable insights, expertise and knowledge contributing to planning reliability.Research limitations/implicationsThis study is exploratory and focussed on complex infrastructure projects so findings cannot be generalised.Practical implicationsWe unpack Alliancing processes that develop the target outturn cost plan, comprising a holistic and realistic plan to design a project to meet expected project outcomes. This case study may serve as an exemplar for complex project delivery.Social implicationsThis paper illustrates how Alliancing more effectively delivers best value than traditional procurement approaches through its TOC-TAE processes.Originality/valueThe paper contributes to the scant existing academic literature analysing these processes. Its novel contribution is explaining how Alliancing treats unexpected events that in traditional delivery forms trigger expensive and time-energy-wasting disputation. This case study may serve as an exemplar for complex project delivery.
{"title":"Improved reliability in planning large-scale infrastructure project delivery through Alliancing","authors":"D. Walker, Paulo Vaz Serra, P. Love","doi":"10.1108/ijmpb-02-2022-0035","DOIUrl":"https://doi.org/10.1108/ijmpb-02-2022-0035","url":null,"abstract":"PurposePrice reliability for complex and highly complicated infrastructure projects is problematic. Traditional project delivery approaches generally fail in achieving targeted end cost reliability. However, integrated project delivery (and particularly Alliancing), develop a far more reliable and robust project delivery plan and outturn time-cost targets. This paper aims to explore why this may be the case.Design/methodology/approachThis case study investigated the project design, planning, cost/time estimation approach and how risk/uncertainty was dealt with. Five senior project delivery experts from an organisation that delivers multi-billion-dollar infrastructure projects in Australia were interviewed. These five experts collectively had 100+ cross-disciplinary experience years delivering complex infrastructure projects.FindingsAlliancing adopts a radically different approach to project design, time/cost planning and risk assessment and management to traditional project delivery approaches. Key findings explain how the project alliance agreement designs-in processes that maximises team integration and collaboration. Analysis concludes that design thinking is used to craft and shape collaborative behaviours and project governance. Additionally, including project owner and facilities operator representatives in the project team adds valuable insights, expertise and knowledge contributing to planning reliability.Research limitations/implicationsThis study is exploratory and focussed on complex infrastructure projects so findings cannot be generalised.Practical implicationsWe unpack Alliancing processes that develop the target outturn cost plan, comprising a holistic and realistic plan to design a project to meet expected project outcomes. This case study may serve as an exemplar for complex project delivery.Social implicationsThis paper illustrates how Alliancing more effectively delivers best value than traditional procurement approaches through its TOC-TAE processes.Originality/valueThe paper contributes to the scant existing academic literature analysing these processes. Its novel contribution is explaining how Alliancing treats unexpected events that in traditional delivery forms trigger expensive and time-energy-wasting disputation. This case study may serve as an exemplar for complex project delivery.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":null,"pages":null},"PeriodicalIF":2.7,"publicationDate":"2022-06-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44398147","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 : 2022-05-31DOI: 10.1108/ijmpb-04-2021-0085
Laura Saukko, K. Aaltonen, H. Haapasalo
PurposeThe purpose of this paper is to define the integration capability dimensions and create a model for self-assessing the integration capability in inter-organizational projects.Design/methodology/approachA theoretical construct of, referred in this study as integration capability framework is elaborated following a systematic literature review. Thereafter, an integration capability self-assessment model, based on maturity thinking, is derived from the theoretical framework. The self-assessment model is further developed and tested for validity within five inter-organizational project networks in cooperation with industry practitioners, representing construction, industrial engineering, and mining sectors.FindingsThe results show that inter-organizational projects can use the developed model in self-assessing the maturity levels of various integration mechanisms, thus the state of integration capability at any point in time during inter-organizational projects.Originality/valueThis study is an attempt to identify how the integration capability dimensions can be self-assessed in inter-organizational projects, through the maturity levels of various integration mechanisms. The results offer insights for both academics and project management practitioners.
{"title":"Defining integration capability dimensions and creating a corresponding self-assessment model for inter-organizational projects","authors":"Laura Saukko, K. Aaltonen, H. Haapasalo","doi":"10.1108/ijmpb-04-2021-0085","DOIUrl":"https://doi.org/10.1108/ijmpb-04-2021-0085","url":null,"abstract":"PurposeThe purpose of this paper is to define the integration capability dimensions and create a model for self-assessing the integration capability in inter-organizational projects.Design/methodology/approachA theoretical construct of, referred in this study as integration capability framework is elaborated following a systematic literature review. Thereafter, an integration capability self-assessment model, based on maturity thinking, is derived from the theoretical framework. The self-assessment model is further developed and tested for validity within five inter-organizational project networks in cooperation with industry practitioners, representing construction, industrial engineering, and mining sectors.FindingsThe results show that inter-organizational projects can use the developed model in self-assessing the maturity levels of various integration mechanisms, thus the state of integration capability at any point in time during inter-organizational projects.Originality/valueThis study is an attempt to identify how the integration capability dimensions can be self-assessed in inter-organizational projects, through the maturity levels of various integration mechanisms. The results offer insights for both academics and project management practitioners.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":null,"pages":null},"PeriodicalIF":2.7,"publicationDate":"2022-05-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49175731","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 : 2022-05-27DOI: 10.1108/ijmpb-11-2021-0294
Umer Zaman, Nadja Damij, Aisha Khaliq, M. Nawaz, M. Pradana
PurposeProject managers are under a never-ending pressure to demonstrate the expected value of projects to the project sponsors; however, in most cases, project managers fail to realize this strategic value due to the loopholes left in project governance throughout various stages of the project life cycle. Furthermore, another root cause of project failure might be linked to an exceedingly self-interested project leader who is exploitative of his/her team. This is a recurring yet still unexplored aspect of destructive leadership that requires attention from the scientific community as well as practitioners. Hence, the present study explored the relationship between project governance and information and communication technology (ICT) project success, as well as the moderating effects of exploitative leadership on this relationship.Design/methodology/approachWith this aim, 357 responses were collected from project professionals in the emerging ICT industry in Pakistan, and the results were analyzed using structural equation modeling (SEM) with partial least squares (PLS).FindingsThe findings provide new evidence that project governance significantly improves project success opportunities in the ICT industry; however, this relationship is negatively moderated by exploitative leadership.Originality/valueThe study findings extend the project leadership literature by uncovering the influence of the dark side of project leadership (i.e. exploitative leadership), in addition to revalidating the impact of project governance on project success through a multi-dimensional context.
{"title":"Feeling “holier than thou”: exploring the critical nexus between project governance, exploitative leadership and multi-dimensional success in ICT projects","authors":"Umer Zaman, Nadja Damij, Aisha Khaliq, M. Nawaz, M. Pradana","doi":"10.1108/ijmpb-11-2021-0294","DOIUrl":"https://doi.org/10.1108/ijmpb-11-2021-0294","url":null,"abstract":"PurposeProject managers are under a never-ending pressure to demonstrate the expected value of projects to the project sponsors; however, in most cases, project managers fail to realize this strategic value due to the loopholes left in project governance throughout various stages of the project life cycle. Furthermore, another root cause of project failure might be linked to an exceedingly self-interested project leader who is exploitative of his/her team. This is a recurring yet still unexplored aspect of destructive leadership that requires attention from the scientific community as well as practitioners. Hence, the present study explored the relationship between project governance and information and communication technology (ICT) project success, as well as the moderating effects of exploitative leadership on this relationship.Design/methodology/approachWith this aim, 357 responses were collected from project professionals in the emerging ICT industry in Pakistan, and the results were analyzed using structural equation modeling (SEM) with partial least squares (PLS).FindingsThe findings provide new evidence that project governance significantly improves project success opportunities in the ICT industry; however, this relationship is negatively moderated by exploitative leadership.Originality/valueThe study findings extend the project leadership literature by uncovering the influence of the dark side of project leadership (i.e. exploitative leadership), in addition to revalidating the impact of project governance on project success through a multi-dimensional context.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":null,"pages":null},"PeriodicalIF":2.7,"publicationDate":"2022-05-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45920349","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 : 2022-05-20DOI: 10.1108/ijmpb-06-2022-390
N. Drouin, Vedran Zerjav, S. Sankaran, Marie-Andrée Caron
[...]with the pandemic, additional health protection measures are required on job sites, and the social dimensions must be taken into consideration more than usual, which means that project costs and turnaround times must be reviewed. The first paper on Prioritizing risks with composition of probabilistic preferences and weighting of FMEA criteria for fast decision-making in complex scenarios by Fábio Henrique de Souza, Luiz Octávio Gavião, Annibal Parracho Sant'Anna and Gilson B.A. Lima aims to develop a risk prioritization process using failure mode and effect analysis (FMEA) in association with composition of probabilistic preferences (CPPs) and weighting the risk analysis criteria. The last paper of the Special Issue, Energy Justice Issues in renewable energy mega projects: implications for a socioeconomic evaluation of megaprojects by Shankar Sankaran, Stewart Clegg, Nathalie Drouin and Ralf Müller, focuses on stakeholder issues created by large-scale solar and wind farms being built to keep pace with United Nations Sustainable Development Goal 7 focused on clean affordable energy.
[…]由于大流行病，需要在工作场所采取额外的卫生保护措施，而且必须比平时更多地考虑社会层面，这意味着必须审查项目成本和周转时间。由Fábio Henrique de Souza, Luiz Octávio gavi o, Annibal Parracho Sant'Anna和Gilson ba . Lima撰写的第一篇关于通过概率偏好组合和FMEA标准加权来确定风险优先级的论文旨在利用失效模式和效果分析(FMEA)与概率偏好组合(CPPs)和加权风险分析标准来开发风险优先级流程。特刊的最后一篇论文《可再生能源大型项目中的能源正义问题:对大型项目的社会经济评估的影响》由尚卡尔·桑卡兰、斯图尔特·克莱格、纳塔莉·德鲁因和拉尔夫·米勒撰写，重点关注为实现联合国可持续发展目标7(清洁可负担能源)而建设的大型太阳能和风力发电场所带来的利益相关者问题。
{"title":"Guest editorial: Rethinking infrastructure projects for the new normal","authors":"N. Drouin, Vedran Zerjav, S. Sankaran, Marie-Andrée Caron","doi":"10.1108/ijmpb-06-2022-390","DOIUrl":"https://doi.org/10.1108/ijmpb-06-2022-390","url":null,"abstract":"[...]with the pandemic, additional health protection measures are required on job sites, and the social dimensions must be taken into consideration more than usual, which means that project costs and turnaround times must be reviewed. The first paper on Prioritizing risks with composition of probabilistic preferences and weighting of FMEA criteria for fast decision-making in complex scenarios by Fábio Henrique de Souza, Luiz Octávio Gavião, Annibal Parracho Sant'Anna and Gilson B.A. Lima aims to develop a risk prioritization process using failure mode and effect analysis (FMEA) in association with composition of probabilistic preferences (CPPs) and weighting the risk analysis criteria. The last paper of the Special Issue, Energy Justice Issues in renewable energy mega projects: implications for a socioeconomic evaluation of megaprojects by Shankar Sankaran, Stewart Clegg, Nathalie Drouin and Ralf Müller, focuses on stakeholder issues created by large-scale solar and wind farms being built to keep pace with United Nations Sustainable Development Goal 7 focused on clean affordable energy.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":null,"pages":null},"PeriodicalIF":2.7,"publicationDate":"2022-05-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43749391","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 : 2022-05-17DOI: 10.1108/ijmpb-11-2021-0313
Rehab Iftikhar, Catherine Lions
PurposeThe paper aims at identifying knowledge sharing barriers and enablers in an interorganizational setting at different levels of units. For this purpose, the interorganizational setting of Peshawar Bus Rapid Transit project in Pakistan is examined.Design/methodology/approachThis study adopts an exploratory single case study approach. The empirical data comprise semi-structured interviews and archival documents. Thematic analysis is used for analyzing the data.FindingsThe findings identify distinct knowledge sharing barriers and enablers at different level of units (individual, team, organizational and interorganizational). Based on the findings, an integrative framework of knowledge sharing barriers, enablers, and levels of units is proposed. Furthermore, the findings provide guidance to managers as the findings show how different knowledge sharing barriers and enablers are important at different levels of units.Originality/valueThis study novelty lies in determining separate sets of knowledge sharing barriers and enablers at different level of units in an interorganizational project. This study contributes to the literature on knowledge sharing by studying an interorganizational project.
{"title":"Interorganizational knowledge sharing barriers and enablers: the case of Peshawar Bus Rapid Transit project","authors":"Rehab Iftikhar, Catherine Lions","doi":"10.1108/ijmpb-11-2021-0313","DOIUrl":"https://doi.org/10.1108/ijmpb-11-2021-0313","url":null,"abstract":"PurposeThe paper aims at identifying knowledge sharing barriers and enablers in an interorganizational setting at different levels of units. For this purpose, the interorganizational setting of Peshawar Bus Rapid Transit project in Pakistan is examined.Design/methodology/approachThis study adopts an exploratory single case study approach. The empirical data comprise semi-structured interviews and archival documents. Thematic analysis is used for analyzing the data.FindingsThe findings identify distinct knowledge sharing barriers and enablers at different level of units (individual, team, organizational and interorganizational). Based on the findings, an integrative framework of knowledge sharing barriers, enablers, and levels of units is proposed. Furthermore, the findings provide guidance to managers as the findings show how different knowledge sharing barriers and enablers are important at different levels of units.Originality/valueThis study novelty lies in determining separate sets of knowledge sharing barriers and enablers at different level of units in an interorganizational project. This study contributes to the literature on knowledge sharing by studying an interorganizational project.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":null,"pages":null},"PeriodicalIF":2.7,"publicationDate":"2022-05-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46953448","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 : 2022-05-17DOI: 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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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}
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