International Journal of Managing Projects in Business最新文献

Purpose

This paper explores how risks are managed in project practice beyond formalized risk management processes by applying the lens of actuality research to project risk management.

Design/methodology/approach

The paper follows a qualitative multimethod research approach utilizing literature review, interviews, observations and document analysis. The paper is based on three case studies and one interview study in project organizations facing green transition challenges.

Findings

Little work exists to reveal how risk management is actually done by project practitioners, and why. Few studies report on contextual variation and consider confounding factors beyond a “one size fits all” formalized explicit risk management process, despite ample evidence that risks are managed outside the formal process. The study documents that informal and/or implicit risk management activities add significantly more value.

Originality/value

The paper contributes a literature review of research into the actuality of project risk management, a sense-making framework of how risks are managed in practice beyond the formal, explicit risk-management process by including informal and/or implicit risk management activities, an empirical study of risk-management practice highlighting that informal and/or implicit risk-management activities dominate in practice, a discussion of why risks are managed outside formalized, explicit process and a research agenda to enable the design of impactful project risk-management practices.

Purpose

The aim of this research is to explore how a programmatic multi-project context influences project-based firms (PBFs) in organizing their relations with other PBFs and suppliers in a project-based industry.

Design/methodology/approach

A multiple case study research is conducted. Data are collected from two case studies in the construction infrastructure sector. Eleven interviews with contractors and other suppliers are the primary source of data collection. The data are complemented by procurement documents and expert consultations.

Findings

The findings show that within a programmatic multi-project context, PBFs settle relations with (1) key partners for program management capacity, PBFs establish relations with (2) main contractors to divide projects and (innovation) tasks, and PBFs intensify relations with (3) suppliers to ensure continuity and expertise.

Research limitations/implications

The study contributes to the body of project management literature by exploring PBF’s relations with other PBFs and suppliers in a multi-project context. Based on empirical data, the study provides a distinction in layers presenting distinct levels of PBF’s supplier relations. This layer structure provides an excellent starting point for future studies exploring the program perspective of PBFs in the integrated supply chain.

Originality/value

Given the increase in programmatic multi-project context for project-based domains, discussed in both literature and practice, this study explores the effect of programs on relations of PBFs with other PBFs and suppliers. The study distinguishes PBF’s relations with the different suppliers in three layers and discusses the characteristics of these relations.

Purpose

This research fills a gap in digitalization project studies by exploring them through the lens of organizational learning. It investigates the impact of uncertainty on digitalization project success and the role of absorptive capacity.

Design/methodology/approach

A mixed-methods approach is adopted, incorporating qualitative and quantitative analyses. The qualitative part assesses how uncertainty affects digitalization project success, while the quantitative side explores absorptive capacity as a mediating factor between adaptability to uncertainty and project success.

Findings

The qualitative results uncover challenges facing digitalization projects under uncertainty and suggests coping strategies at individual, project, and organizational levels. Quantitative results show that both potential and realized absorptive capacities significantly mediate the link between adaptability to uncertainty in the environment and project success.

Originality/value

This research offers new insights into digitalization project studies, merging organizational learning theory with a mixed-methods approach. It highlights how uncertainty and absorptive capacity influence digitalization project success.

Purpose

The study examines the project success factors for leadership behavioural practices and communication impacting project success, providing empirical evidence to address the challenges in the digitalized environment in the Australian construction sector.

Design/methodology/approach

A quantitative approach was employed to collect survey data from 109 project managers and followers (project engineers, supervisors, team members, and senior managers) with diverse project management experience in the construction sector. An exploratory factors analysis/multivariate regression/relative importance index/t-test was used to identify the key project success factors and validate the study's results.

Findings

Data analysis identified four key project success factors: (1) Relationship Management, (2) Leading by Example, (3) Self-Management, and (4) Effective Communication, along with seventeen “behavioural practices attributes” impacting project success positively and significantly and emphasizing inclusiveness, relationship building, self-feedback objectivity, sharing information, collaboratively resolving disputes, and controlling emotions that significantly impact project success.

Practical implications

The study's results will address the industry's challenges in the complex digitalized environment and specific issues experienced in the construction industry: delays and inefficiencies, supply chain management, communication barriers with multicultural workforce and safety protocols implementation, regulatory and safety compliance, infrastructure demands, skills shortages, sustainability, and new technology adoption to achieve project success.

Originality/value

The quantification of research findings, employing an innovative approach, underscores the distinctive nature of this study. The key success factors will help formulate innovative practices using stakeholder analysis, communication plans, conflict resolution strategies, promoting collaboration, safety leadership, providing cultural awareness, and enhancing the decision-making process to face challenges in the construction sector.

Purpose

Megaprojects can play a crucial role in achieving Sustainable Development Goals (SDGs) and tackling Global Challenges. However, they are often criticized for their massive resource consumption, poor cost/time performance and significant social-environmental impacts, including irreversible environmental damage. This study aims to chart the evolution of research on megaprojects sustainability and to offer a roadmap for future developments.

Design/methodology/approach

This study adopted a systematic literature review (SLR) to identify emerging themes and gaps. This study follows a three-step process of planning, conducting and reporting, based on the Tranfield approach. The overview of megaprojects sustainability research was captured through bibliometric analysis. In addition, content analysis was carried out to reveal the development of this field and get an insight into the future directions towards sustainability transition.

Findings

This study provides a longitudinal, in-depth analysis of megaprojects sustainability studies. Drawing on sustainability science and project management theories, we introduce a three-dimensional analytical framework consisting of sustainability, scope and stakeholder. This framework explains the evolution of megaprojects sustainability research from sustainability of megaprojects, to sustainability for megaprojects and then to sustainability by megaprojects. Three future avenues are proposed: (1) SDGs orientation at multi-level; (2) scope enlargement at temporal and spatial scales and (3) inclusive development for stakeholders.

Originality/value

This research contributes to the literature by providing a comprehensive and forward-looking analysis of megaprojects sustainability research. The framework and three research agendas provide a comprehensive picture of megaproject sustainability research; the agenda for future research is intended to inspire more studies and disruptive actions towards sustainability transition.

Purpose

Managing megaprojects is challenging due to their inherent complexity and uncertainty. Collaborative project delivery models have been introduced as an alternative to traditional project management in public infrastructure megaprojects and are often realized through collaborative contracts. These project organizations act as institutional arenas for logic interaction as actors with differing institutional backgrounds interact within the project. This paper aims to study the delivery phase of three megaprojects through an institutional lens, investigating the institutional interaction and alignment of logics therein.

Design/methodology/approach

A multiple case study was employed to reach deep insight into the phenomenon. Sixty-one interviews were conducted over 3 cases with representatives from all levels of the project hierarchy. Respondents were selected through snowball sampling. In two cases, observations of the shared project office were conducted. Data analysis built on first-order codes and second-order themes, collected into a theoretical framework.

Findings

The empirical evidence demonstrates the dynamics shaping institutional logics and gives evidence for changing logics in projects with a well-applied collaborative contract. However, there is a risk of resistance and a return to traditional logics since institutional change is slow and an unsuitably applied collaborative contract can lead to adherence to the conventional way of work.

Originality/value

Current research has focused on the regulatory framework and procurement phase of such models, but little attention has been given to the delivery phase and the interaction of conflicting logics. This paper can serve as an exemplar of the different logics found within public infrastructure projects and their interaction and alignment. Contributions include a heightened emphasis on the start of the project as a meeting point for differing institutional logics and the role change necessary when using a collaborative contract.

Purpose

The aim of this study is to investigate how team-level leader-member exchange (LMX) and the instrumental use of artificial intelligence (AI) by team members influence team psychological empowerment and information systems development (ISD) team performance.

Design/methodology/approach

A survey approach was employed to collect time-lagged, multi-source data for testing the proposed model of this study (N = 514 responses from 88 teams). PROCESS macro was used to analyze the data to generate empirical results.

Findings

The results suggest that instrumental AI use indirectly influences ISD team performance by enhancing team psychological empowerment. Additionally, it moderates the effects of team-level LMX on team psychological empowerment and ISD team performance. Furthermore, the results demonstrate that the interaction effect of LMX and instrumental AI use on ISD team performance is mediated by team psychological empowerment.

Originality/value

While research on ISD consistently demonstrates that teams, data, and technology collectively contribute to the success of these projects. What is less known, however, is how the exchange relationship between ISD teams and their leader, as well as technological factors, contribute to ISD projects. This study draws on LMX theory to propose how team-level LMX and the instrumental use of AI by team members influence team psychological empowerment and ISD team performance. The study puts forth a mediated moderation model to develop a set of hypotheses. It offers valuable contributions to AI and LMX, along with implications for ISD team management.

Purpose

In the project initiation phase, an appraisal is needed to clarify the strategic problem and alternative solutions. Full-scale construction projects and simple solutions (do-minimum alternatives) should be assessed. The do-nothing alternative is the baseline for the appraisal and an option in itself. The paper explores the role of do-nothing and do-minimum alternatives in public project appraisal, which may significantly impact the attractiveness of a construction project.

Design/methodology/approach

The paper presents an empirical study from Norway, which requires external quality assurance (QA) of early project appraisals. The data include an extensive document review of 112 projects and interviews with 41 experts involved in the appraisal processes.

Findings

Of 112 appraisals, 110 recommended a major construction project, including cases where the benefits and value were low or uncertain. The do-nothing alternative was generally included as a reference but not treated as a viable option. Do-minimum alternatives were often not explored. By contrast, the external QA reports recommended do-nothing or do-minimum in 28 cases. Interestingly, although political decision-makers rarely reject projects, they may put them on hold indefinitely, implying that the actual outcome in many cases is still do-nothing.

Originality/value

The paper addresses a topic that has been understudied in the literature. The findings contribute to the broader literature on project initiation processes, project appraisal and how to reduce the risk of bias and manipulation in appraisals.