Pub Date : 2023-07-06DOI: 10.1108/ijmpb-07-2022-0170
Caroline Ingvarsson, A. Hallin, Christof Kier
PurposeThe purpose of this paper is to explore how gamification may be used for project stakeholder engagement.Design/methodology/approachThe paper presents the results of a systematic literature review of extant research concerning the gamification of projects. Based on this, an agenda for future studies is outlined.FindingsExtant research on the gamification of projects is scarce and scattered among various disciplines, but the engineering fields dominate. The research performed does indicate that gamification may be used for involving stakeholders in projects, primarily by promoting learning, but also by engaging them, motivating action and solving problems.Research limitations/implicationsIn several cases, extant research display poor quality in research design and a lack in cross-disciplinary perspectives, which means that more research is needed. The users’ perspective is often lacking. Furthermore, the ideas gamification might be “hidden” within other technologies.Practical implicationsThe findings of this research may assist project management practitioners in the endeavor of adopting gamification principles to better involve stakeholders.Originality/valueThe study fills a gap in summarizing the research on how gamification may be used to promote project stakeholder engagement. Based on this, it proposes a research agenda for future research on the use of gamification to promote project stakeholder engagement.
{"title":"Project stakeholder engagement through gamification: what do we know and where do we go from here?","authors":"Caroline Ingvarsson, A. Hallin, Christof Kier","doi":"10.1108/ijmpb-07-2022-0170","DOIUrl":"https://doi.org/10.1108/ijmpb-07-2022-0170","url":null,"abstract":"PurposeThe purpose of this paper is to explore how gamification may be used for project stakeholder engagement.Design/methodology/approachThe paper presents the results of a systematic literature review of extant research concerning the gamification of projects. Based on this, an agenda for future studies is outlined.FindingsExtant research on the gamification of projects is scarce and scattered among various disciplines, but the engineering fields dominate. The research performed does indicate that gamification may be used for involving stakeholders in projects, primarily by promoting learning, but also by engaging them, motivating action and solving problems.Research limitations/implicationsIn several cases, extant research display poor quality in research design and a lack in cross-disciplinary perspectives, which means that more research is needed. The users’ perspective is often lacking. Furthermore, the ideas gamification might be “hidden” within other technologies.Practical implicationsThe findings of this research may assist project management practitioners in the endeavor of adopting gamification principles to better involve stakeholders.Originality/valueThe study fills a gap in summarizing the research on how gamification may be used to promote project stakeholder engagement. Based on this, it proposes a research agenda for future research on the use of gamification to promote project stakeholder engagement.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2023-07-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43882141","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 : 2023-06-29DOI: 10.1108/ijmpb-01-2023-0013
C. Marnewick, A. Marnewick
Purpose Project managers face decisions every day and those decisions result in an “either or” situation. This is also true when it comes to the choice of a project management approach, i.e. predictive versus iterative. A case is made in this article that project managers should be ambidextrous and apply practices that are beneficial to the project, irrespective of the origin of the practices.Design/methodology/approach This study is based on a questionnaire focussing on six themes. The results of 290 projects were analysed using ANOVA and boxplots to test for skewness and variances.Findings Based on the analysis of 117 practices, most of these projects could be classified as either hybrid or iterative projects. The results indicate that irrespective of the classification of the projects or the industry, projects are managed using a hybrid approach, with a tendency to incorporate more iterative practices than predictive practices.Originality/value This article contributes to the current debate on which approach is the best given certain circumstances.
{"title":"Project managers' ability to explore and exploit predictive and iterative best practices","authors":"C. Marnewick, A. Marnewick","doi":"10.1108/ijmpb-01-2023-0013","DOIUrl":"https://doi.org/10.1108/ijmpb-01-2023-0013","url":null,"abstract":"Purpose Project managers face decisions every day and those decisions result in an “either or” situation. This is also true when it comes to the choice of a project management approach, i.e. predictive versus iterative. A case is made in this article that project managers should be ambidextrous and apply practices that are beneficial to the project, irrespective of the origin of the practices.Design/methodology/approach This study is based on a questionnaire focussing on six themes. The results of 290 projects were analysed using ANOVA and boxplots to test for skewness and variances.Findings Based on the analysis of 117 practices, most of these projects could be classified as either hybrid or iterative projects. The results indicate that irrespective of the classification of the projects or the industry, projects are managed using a hybrid approach, with a tendency to incorporate more iterative practices than predictive practices.Originality/value This article contributes to the current debate on which approach is the best given certain circumstances.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2023-06-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43864938","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 : 2023-06-26DOI: 10.1108/ijmpb-11-2022-0253
R. Lindner, J. Hernantes, C. Jaca
PurposeThis research assesses the implications of integrating standardization activities into European research projects to foster the engagement of project internal and external stakeholders and into different project stakeholder management theories.Design/methodology/approachThis paper analyzes the integration of standardization and the engagement of project internal and external stakeholders in standardization activities in a multi-case study of four European Framework Program projects and with the projects Advancing Resilience of Historic Areas Against Climate-Related and Other Hazards (ARCH) and Smart Mature Resilience (SMR) in two separate case studies more deeply. The multi-case study mainly evaluates the stakeholder participation in 10 CEN Workshop Agreements. While in the two case studies, among other things, two project surveys are used to investigate how stakeholder engagement was supported by standardization activities.FindingsThe results show that standardization significantly supports stakeholder engagement and lead to a proposal on how standardization can support achieving stakeholder engagement goals in the different research project phases.Originality/valueThis research provides practical information for policy-makers who support standardization as a tool for research, as well as for researchers and project managers who want to use standardization activities efficiently in research projects.
{"title":"Increasing stakeholder engagement in research projects through standardization activities","authors":"R. Lindner, J. Hernantes, C. Jaca","doi":"10.1108/ijmpb-11-2022-0253","DOIUrl":"https://doi.org/10.1108/ijmpb-11-2022-0253","url":null,"abstract":"PurposeThis research assesses the implications of integrating standardization activities into European research projects to foster the engagement of project internal and external stakeholders and into different project stakeholder management theories.Design/methodology/approachThis paper analyzes the integration of standardization and the engagement of project internal and external stakeholders in standardization activities in a multi-case study of four European Framework Program projects and with the projects Advancing Resilience of Historic Areas Against Climate-Related and Other Hazards (ARCH) and Smart Mature Resilience (SMR) in two separate case studies more deeply. The multi-case study mainly evaluates the stakeholder participation in 10 CEN Workshop Agreements. While in the two case studies, among other things, two project surveys are used to investigate how stakeholder engagement was supported by standardization activities.FindingsThe results show that standardization significantly supports stakeholder engagement and lead to a proposal on how standardization can support achieving stakeholder engagement goals in the different research project phases.Originality/valueThis research provides practical information for policy-makers who support standardization as a tool for research, as well as for researchers and project managers who want to use standardization activities efficiently in research projects.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2023-06-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45814408","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 : 2023-06-20DOI: 10.1108/ijmpb-01-2023-0002
Geoffrey Mark Ferres, Robert C. Moehler
PurposeEffective project learning can prevent projects from repeating the same mistakes; however, knowledge codification is required for project-to-project learning to be up-scaled across the temporal, geographical and organisational barriers that constrain personalised learning. This paper explores the state of practice for the structuring of codified project learnings as concrete boundary objects with the capacity to enable externalised project-to-project learning across complex boundaries. Cross-domain reconceptualisation is proposed to enable further research and support the future development of standardised recommendations for boundary objects that can enable project-to-project learning at scale.Design/methodology/approachAn integrative literature review method has been applied, considering knowledge, project learning and boundary object scholarship as state-of-practice sources.FindingsIt is found that the extensive body of boundary object literature developed over the last three decades has not yet examined the internal structural characteristics of concrete boundary objects for project-to-project learning and boundary-spanning capacity. Through a synthesis of the dispersed structural characteristic recommendations that have been made across examined domains, a reconceptualised schema of 30 discrete characteristics associated with boundary-spanning capacity for project-to-project learning is proposed to support further investigation.Originality/valueThis review makes a novel contribution as a first cross-domain examination of the internal structural characteristics of concrete boundary objects for project-to-project learning. The authors provide directions for future research through the reconceptualisation of a novel schema and the identification of important and previously unidentified research gaps.
{"title":"Structuring concrete boundary objects for project-to-project learning: a state-of-practice review","authors":"Geoffrey Mark Ferres, Robert C. Moehler","doi":"10.1108/ijmpb-01-2023-0002","DOIUrl":"https://doi.org/10.1108/ijmpb-01-2023-0002","url":null,"abstract":"PurposeEffective project learning can prevent projects from repeating the same mistakes; however, knowledge codification is required for project-to-project learning to be up-scaled across the temporal, geographical and organisational barriers that constrain personalised learning. This paper explores the state of practice for the structuring of codified project learnings as concrete boundary objects with the capacity to enable externalised project-to-project learning across complex boundaries. Cross-domain reconceptualisation is proposed to enable further research and support the future development of standardised recommendations for boundary objects that can enable project-to-project learning at scale.Design/methodology/approachAn integrative literature review method has been applied, considering knowledge, project learning and boundary object scholarship as state-of-practice sources.FindingsIt is found that the extensive body of boundary object literature developed over the last three decades has not yet examined the internal structural characteristics of concrete boundary objects for project-to-project learning and boundary-spanning capacity. Through a synthesis of the dispersed structural characteristic recommendations that have been made across examined domains, a reconceptualised schema of 30 discrete characteristics associated with boundary-spanning capacity for project-to-project learning is proposed to support further investigation.Originality/valueThis review makes a novel contribution as a first cross-domain examination of the internal structural characteristics of concrete boundary objects for project-to-project learning. The authors provide directions for future research through the reconceptualisation of a novel schema and the identification of important and previously unidentified research gaps.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2023-06-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43814000","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 : 2023-05-30DOI: 10.1108/ijmpb-10-2020-0306
Rehab Iftikhar, Mehwish Majeed, Nathalie Drouin
Purpose The purpose of this paper is to study the crisis management process for project-based organizations (PBOs) by developing a comprehensive model and propositions. Design/methodology/approach This paper is based on a conceptual study. A literature review is considered a primary source for studying contemporary research, including 171 publications in total, which embody qualitative, quantitative, conceptual and theoretical studies. For data analysis, content analysis is used, which is comprised of descriptive and thematic analysis. Findings This study identifies five imperative elements of crisis management for PBOs which include (1) sense-making (information gathering and crisis interpretation), (2) decision-making (accurate and timely decision), (3) response (reactive response), (4) outcome (success/failure) and (5) learning. Based on these findings, this study proposes an integrative model of the interplay between sense-making, decision-making, response, outcome and learning. Furthermore, the findings lead to propositions for each of the elements. The paper contributes to the literature on dynamic capability theory. Originality/value This paper explores the crisis management process for PBOs. The proposed model deepens the understanding of the practices and processes of project-based crisis management.
{"title":"Crisis management process for project-based organizations","authors":"Rehab Iftikhar, Mehwish Majeed, Nathalie Drouin","doi":"10.1108/ijmpb-10-2020-0306","DOIUrl":"https://doi.org/10.1108/ijmpb-10-2020-0306","url":null,"abstract":"Purpose The purpose of this paper is to study the crisis management process for project-based organizations (PBOs) by developing a comprehensive model and propositions. Design/methodology/approach This paper is based on a conceptual study. A literature review is considered a primary source for studying contemporary research, including 171 publications in total, which embody qualitative, quantitative, conceptual and theoretical studies. For data analysis, content analysis is used, which is comprised of descriptive and thematic analysis. Findings This study identifies five imperative elements of crisis management for PBOs which include (1) sense-making (information gathering and crisis interpretation), (2) decision-making (accurate and timely decision), (3) response (reactive response), (4) outcome (success/failure) and (5) learning. Based on these findings, this study proposes an integrative model of the interplay between sense-making, decision-making, response, outcome and learning. Furthermore, the findings lead to propositions for each of the elements. The paper contributes to the literature on dynamic capability theory. Originality/value This paper explores the crisis management process for PBOs. The proposed model deepens the understanding of the practices and processes of project-based crisis management.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-05-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135643528","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 : 2023-05-17DOI: 10.1108/ijmpb-11-2022-0239
Hazem Abdulla, Catherine McCauley-Smith, Sina Moradi
PurposeProject managers' competencies contribute toward project success in a considerable manner. The significance of technical competencies' (TCs) contribution toward success in Oil and Gas (O&G) projects is even higher due to the complexity and the technology-intensive nature of these projects. However, technical competencies have often been overlooked in favor of behavioral competencies or simply identified and listed in terms of their significance. Thus, there is currently very limited research-based knowledge concerning the contribution mechanisms of technical competencies toward project execution success. Hence, the aim of this study is to explore the contribution mechanisms of TCs toward success in O&G projects.Design/methodology/approachA case study was employed as the research strategy through which data was collected from project professionals in O&G projects in the Kingdom of Bahrain using semi-structured interviews. Transcripts of the interviews were then analyzed through thematic analysis method with the aid of NVIVO 12.FindingsThe findings reveal six mechanisms through which technical competencies of project managers contribute toward execution success in O&G projects. TCs not only act as a launch pad toward project success, but also help in optimizing engineering designs throughout the project life cycle.Originality/valueInstead of simply identifying and listing TCs, the obtained results enhance our current understanding of their contribution mechanisms toward project success in O&G projects.
{"title":"Revealing contribution mechanisms of project managers' technical competencies toward success in oil and gas projects","authors":"Hazem Abdulla, Catherine McCauley-Smith, Sina Moradi","doi":"10.1108/ijmpb-11-2022-0239","DOIUrl":"https://doi.org/10.1108/ijmpb-11-2022-0239","url":null,"abstract":"PurposeProject managers' competencies contribute toward project success in a considerable manner. The significance of technical competencies' (TCs) contribution toward success in Oil and Gas (O&G) projects is even higher due to the complexity and the technology-intensive nature of these projects. However, technical competencies have often been overlooked in favor of behavioral competencies or simply identified and listed in terms of their significance. Thus, there is currently very limited research-based knowledge concerning the contribution mechanisms of technical competencies toward project execution success. Hence, the aim of this study is to explore the contribution mechanisms of TCs toward success in O&G projects.Design/methodology/approachA case study was employed as the research strategy through which data was collected from project professionals in O&G projects in the Kingdom of Bahrain using semi-structured interviews. Transcripts of the interviews were then analyzed through thematic analysis method with the aid of NVIVO 12.FindingsThe findings reveal six mechanisms through which technical competencies of project managers contribute toward execution success in O&G projects. TCs not only act as a launch pad toward project success, but also help in optimizing engineering designs throughout the project life cycle.Originality/valueInstead of simply identifying and listing TCs, the obtained results enhance our current understanding of their contribution mechanisms toward project success in O&G projects.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2023-05-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45229204","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 : 2023-04-25DOI: 10.1108/ijmpb-10-2022-0224
Ata Babaei, G. Locatelli, T. Sainati
PurposeTransport megaprojects often struggle to offer social value (SV) that meets local communities' needs. This problem is embedded in how local communities' views are captured and incorporated into SV plans through local community engagement (LCE). By problematising the literature, this article aims to identify LCE issues and their impacts on SV plans at the front-end of transport megaprojects.Design/methodology/approachThe theoretical lens of the study is the practice theory developed by Schatzki (2016, 2005). The authors conceptualised LCE as a practice and conducted 32 semi-structured interviews with UK practitioners. The authors collected data in three steps from three types of practitioners involved in LCE practice and SV planning: project managers, LCE experts and SV experts.FindingsThe authors identified 18 LCE issues with thematic analysis and clustered them into five themes. These issues impact LCE with five mechanisms. Findings show that a weak link between LCE and SV plans due to the issues reduces LCE to a tick-box exercise and presents a distorted view of local communities. This reduces SV plans to the bare minimum for project approval instead of offering relevant SV to local communities. Addressing the issues goes beyond changing the approach of project teams to engagement (from instrumental to normative) and requires changing the practices.Originality/valueFor the first time, the study uses practice theory to conceptualise LCE as a practice, following the notion of project as practice. The study problematises the literature to address the under-represented link between LCE and SV plans.
{"title":"Local community engagement as a practice: an investigation of local community engagement issues and their impact on transport megaprojects' social value","authors":"Ata Babaei, G. Locatelli, T. Sainati","doi":"10.1108/ijmpb-10-2022-0224","DOIUrl":"https://doi.org/10.1108/ijmpb-10-2022-0224","url":null,"abstract":"PurposeTransport megaprojects often struggle to offer social value (SV) that meets local communities' needs. This problem is embedded in how local communities' views are captured and incorporated into SV plans through local community engagement (LCE). By problematising the literature, this article aims to identify LCE issues and their impacts on SV plans at the front-end of transport megaprojects.Design/methodology/approachThe theoretical lens of the study is the practice theory developed by Schatzki (2016, 2005). The authors conceptualised LCE as a practice and conducted 32 semi-structured interviews with UK practitioners. The authors collected data in three steps from three types of practitioners involved in LCE practice and SV planning: project managers, LCE experts and SV experts.FindingsThe authors identified 18 LCE issues with thematic analysis and clustered them into five themes. These issues impact LCE with five mechanisms. Findings show that a weak link between LCE and SV plans due to the issues reduces LCE to a tick-box exercise and presents a distorted view of local communities. This reduces SV plans to the bare minimum for project approval instead of offering relevant SV to local communities. Addressing the issues goes beyond changing the approach of project teams to engagement (from instrumental to normative) and requires changing the practices.Originality/valueFor the first time, the study uses practice theory to conceptualise LCE as a practice, following the notion of project as practice. The study problematises the literature to address the under-represented link between LCE and SV plans.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2023-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44915629","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 : 2023-04-20DOI: 10.1108/ijmpb-12-2022-0273
J. Borg, Christina M. Scott-Young, Naomi Borg
PurposeAs the youngest generation – Generation Z (Gen Z) – enters the workplace, there is a growing interest in this cohort's career needs and expectations. This paper explores the under-researched topic of Gen Z project management (Gen Z PM) professionals. In addition to shedding light on the factors that positively affect Gen Z PM professionals' early career-development phase, this research aims to identify specific organization-led practices that can foster sustainable early PM careers and so achieve greater workforce sustainability.Design/methodology/approachThrough the lens of the resource-based view (RBV), Gen Z PM professionals are considered critical resources that can help ensure workforce sustainability in project-based organizations (PBOs). Semi-structured in-depth interviews were conducted with 25 Gen Z PM professionals in Australia to explore the professionals' early career experiences and the organizational-support initiatives that facilitate positive experiences. The results were analyzed using thematic analysis.FindingsThe results revealed that most Gen Z PMs experienced many challenges and a lack of support during their early career phase: Gen Z value (1) mentoring, (2) time for training and development, (3) showing support and guidance, (4) understand skill-gaps and (5) reasonable workloads. Through catering to these needs, PBOs can ensure better career sustainability for their young Gen Z talent and, therefore, greater workforce sustainability for the project profession.Originality/valueAccording to the career sustainability lens, PBOs play a significant role in ensuring that their valuable young PM talent are supported and retained in the profession. This research sheds light on what Gen Z PM professionals value in their early careers, which guided recommendations to better support this new generation of project professionals.
随着最年轻的一代——Z世代(Gen Z)步入职场，人们对这一群体的职业需求和期望越来越感兴趣。本文探讨了Z世代项目管理(Gen Z PM)专业人员的研究不足的话题。除了揭示积极影响Z世代PM专业人员早期职业发展阶段的因素外，本研究旨在确定具体的组织主导的实践，这些实践可以促进可持续的早期PM职业，从而实现更大的劳动力可持续性。通过基于资源的观点(RBV)， Z世代项目管理专业人员被认为是关键资源，可以帮助确保基于项目的组织(pbo)的劳动力可持续性。我们对澳大利亚的25位Z世代PM专业人士进行了半结构化的深度访谈，以探讨这些专业人士的早期职业经历以及促进积极经历的组织支持举措。采用主题分析法对结果进行分析。结果显示，大多数Z世代项目经理在职业生涯早期经历了许多挑战和缺乏支持:Z世代重视(1)指导，(2)培训和发展的时间，(3)提供支持和指导，(4)了解技能差距，(5)合理的工作量。通过满足这些需求，pbo可以确保年轻的Z世代人才更好的职业可持续性，从而为项目专业提供更大的劳动力可持续性。原创性/价值根据职业可持续性的视角，pbo在确保其有价值的年轻PM人才得到职业支持和保留方面发挥着重要作用。这项研究揭示了Z世代PM专业人员在其早期职业生涯中的价值，并为更好地支持新一代项目专业人员提供了指导建议。
{"title":"What Generation Z needs: the role of project-based organizations in creating career sustainability","authors":"J. Borg, Christina M. Scott-Young, Naomi Borg","doi":"10.1108/ijmpb-12-2022-0273","DOIUrl":"https://doi.org/10.1108/ijmpb-12-2022-0273","url":null,"abstract":"PurposeAs the youngest generation – Generation Z (Gen Z) – enters the workplace, there is a growing interest in this cohort's career needs and expectations. This paper explores the under-researched topic of Gen Z project management (Gen Z PM) professionals. In addition to shedding light on the factors that positively affect Gen Z PM professionals' early career-development phase, this research aims to identify specific organization-led practices that can foster sustainable early PM careers and so achieve greater workforce sustainability.Design/methodology/approachThrough the lens of the resource-based view (RBV), Gen Z PM professionals are considered critical resources that can help ensure workforce sustainability in project-based organizations (PBOs). Semi-structured in-depth interviews were conducted with 25 Gen Z PM professionals in Australia to explore the professionals' early career experiences and the organizational-support initiatives that facilitate positive experiences. The results were analyzed using thematic analysis.FindingsThe results revealed that most Gen Z PMs experienced many challenges and a lack of support during their early career phase: Gen Z value (1) mentoring, (2) time for training and development, (3) showing support and guidance, (4) understand skill-gaps and (5) reasonable workloads. Through catering to these needs, PBOs can ensure better career sustainability for their young Gen Z talent and, therefore, greater workforce sustainability for the project profession.Originality/valueAccording to the career sustainability lens, PBOs play a significant role in ensuring that their valuable young PM talent are supported and retained in the profession. This research sheds light on what Gen Z PM professionals value in their early careers, which guided recommendations to better support this new generation of project professionals.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2023-04-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45936015","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 : 2023-04-18DOI: 10.1108/ijmpb-09-2022-0197
Tommi Pauna, J. Lehtinen, J. Kujala, K. Aaltonen
PurposeThe aim of this research was to understand how governmental stakeholder engagement facilitates the sustainability of industrial engineering (IE) projects. A model for governmental stakeholder engagement activities is presented.Design/methodology/approachThe authors relied on a single-case study of a mining project in Northern Europe, where a novel collaboration and engagement approach with governmental stakeholders was piloted in the project's front-end phase. The analysis focused on the collaborative practices through which the IE project investor engaged governmental stakeholders during the project's front-end phase and how the engagement contributed to solving challenges in the early planning and permitting process and achieving project plans that balanced economic, social and environmental aspects.FindingsThe findings show how four collaborative engagement practices reduced uncertainty and equivocality related to the legal sustainability requirements, enabled the development of sustainable design solutions and overall accelerated the permitting process without compromising the quality of final project plans.Practical implicationsThe findings can be used to plan governmental stakeholder engagement and understand related challenges that need to be overcome. The study highlights the need to develop established practices and guidelines for governmental stakeholder engagement.Originality/valueThis study complements prior research on stakeholder engagement and project sustainability by developing an understanding of how governmental stakeholder engagement can be a key mechanism enabling the sustainability of IE project's end product. This research contributes to stakeholder theory by elaborating on a new stakeholder role, intermediary stakeholder.
{"title":"The role of governmental stakeholder engagement in the sustainability of industrial engineering projects","authors":"Tommi Pauna, J. Lehtinen, J. Kujala, K. Aaltonen","doi":"10.1108/ijmpb-09-2022-0197","DOIUrl":"https://doi.org/10.1108/ijmpb-09-2022-0197","url":null,"abstract":"PurposeThe aim of this research was to understand how governmental stakeholder engagement facilitates the sustainability of industrial engineering (IE) projects. A model for governmental stakeholder engagement activities is presented.Design/methodology/approachThe authors relied on a single-case study of a mining project in Northern Europe, where a novel collaboration and engagement approach with governmental stakeholders was piloted in the project's front-end phase. The analysis focused on the collaborative practices through which the IE project investor engaged governmental stakeholders during the project's front-end phase and how the engagement contributed to solving challenges in the early planning and permitting process and achieving project plans that balanced economic, social and environmental aspects.FindingsThe findings show how four collaborative engagement practices reduced uncertainty and equivocality related to the legal sustainability requirements, enabled the development of sustainable design solutions and overall accelerated the permitting process without compromising the quality of final project plans.Practical implicationsThe findings can be used to plan governmental stakeholder engagement and understand related challenges that need to be overcome. The study highlights the need to develop established practices and guidelines for governmental stakeholder engagement.Originality/valueThis study complements prior research on stakeholder engagement and project sustainability by developing an understanding of how governmental stakeholder engagement can be a key mechanism enabling the sustainability of IE project's end product. This research contributes to stakeholder theory by elaborating on a new stakeholder role, intermediary stakeholder.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2023-04-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48162094","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 : 2023-04-06DOI: 10.1108/ijmpb-08-2022-0185
Jennifer Jewer, Kam Jugdev, Mohammad Farshad Amini
PurposeThis paper aims to understand the challenges of managing projects in hybrid organizations. The authors explore how organizations with persistent competing institutional logics strive to balance competing priorities, and the authors craft a research agenda to examine the capabilities to manage projects in hybrid organizations.Design/methodology/approachThe authors focus on the social enterprise hybrid organizational form to study how such organizations manage persistent competing social and economic logics. The authors review the project management and social enterprise literature to generate new insights and suggest future research directions for theory development for project management.FindingsThe understanding of the influences of the institutional context on the management of projects is still quite limited. The authors propose that project managers need adaptive capabilities to address how the dual logics, and their corresponding different expectations, can be flexibly combined. The objective is not to reduce the complexity due to the different logics, which is the focus of much of the literature on institutional complexity. Instead, the focus is on how to incorporate dual logics into a successfully blended hybrid organization.Originality/valueThere is a dearth of literature about how projects are successfully managed in hybrid organizations with persistent competing institutional logics, like social enterprises, and important questions remain to be answered. This paper offers new insights on the capabilities required to flexibly combine dual logics that would generally compete and create conflict on projects in hybrid organizations.
{"title":"Advancing research on project management in hybrid organizations: insights from the social enterprise literature","authors":"Jennifer Jewer, Kam Jugdev, Mohammad Farshad Amini","doi":"10.1108/ijmpb-08-2022-0185","DOIUrl":"https://doi.org/10.1108/ijmpb-08-2022-0185","url":null,"abstract":"PurposeThis paper aims to understand the challenges of managing projects in hybrid organizations. The authors explore how organizations with persistent competing institutional logics strive to balance competing priorities, and the authors craft a research agenda to examine the capabilities to manage projects in hybrid organizations.Design/methodology/approachThe authors focus on the social enterprise hybrid organizational form to study how such organizations manage persistent competing social and economic logics. The authors review the project management and social enterprise literature to generate new insights and suggest future research directions for theory development for project management.FindingsThe understanding of the influences of the institutional context on the management of projects is still quite limited. The authors propose that project managers need adaptive capabilities to address how the dual logics, and their corresponding different expectations, can be flexibly combined. The objective is not to reduce the complexity due to the different logics, which is the focus of much of the literature on institutional complexity. Instead, the focus is on how to incorporate dual logics into a successfully blended hybrid organization.Originality/valueThere is a dearth of literature about how projects are successfully managed in hybrid organizations with persistent competing institutional logics, like social enterprises, and important questions remain to be answered. This paper offers new insights on the capabilities required to flexibly combine dual logics that would generally compete and create conflict on projects in hybrid organizations.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2023-04-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43059738","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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