Pub Date : 2023-03-16DOI: 10.1108/ijmpb-05-2022-0122
M. Kadenic, Torben Tambo
PurposeAgile project management methods are on the rise compared to linear approaches. The demand for the demonstrable resilience of enterprise processes is likewise strongly increasing in many domains. This paper explores the potential contribution of agility within the domain of agile project management to the resilience of the operating model of an organization.Design/methodology/approachThe article builds upon case studies and semi-structured interviews at selected larger Danish enterprises.FindingsResponding to disruptions favors adaptive and flexible approaches, which are more achievable with agile methods. By exploring the patterns of agility and resilience throughout case studies, the authors derive at a 7-step approach for considering the potentials of agility to ensure the resilience of the operating model from the top level of leadership to the foundational level of technology.Research limitations/implicationsThis article seeks to contribute to a more profound understanding of the impact, potential and actionability of agile project management in the light of operational resilience.Practical implicationsIt is demonstrated that agile methods are attractive for ensuring the constitutive elements of the resilience of the operating model in terms of conscious contingencies and choices involving (rapid) changes.Social implicationsDuring the COVID-19 period, agility has been a key instrument in ensuring business survival, e.g. by switching markets, products or sales channels.Originality/valueAgility has the potential to build a strategic dimension of resilience, a synergistic relationship, which is linked to the responsiveness of an organization to change promptly, with a view toward renewal and transformation.
{"title":"Resilience of operating models: exploring the potential of agile project management as enabler","authors":"M. Kadenic, Torben Tambo","doi":"10.1108/ijmpb-05-2022-0122","DOIUrl":"https://doi.org/10.1108/ijmpb-05-2022-0122","url":null,"abstract":"PurposeAgile project management methods are on the rise compared to linear approaches. The demand for the demonstrable resilience of enterprise processes is likewise strongly increasing in many domains. This paper explores the potential contribution of agility within the domain of agile project management to the resilience of the operating model of an organization.Design/methodology/approachThe article builds upon case studies and semi-structured interviews at selected larger Danish enterprises.FindingsResponding to disruptions favors adaptive and flexible approaches, which are more achievable with agile methods. By exploring the patterns of agility and resilience throughout case studies, the authors derive at a 7-step approach for considering the potentials of agility to ensure the resilience of the operating model from the top level of leadership to the foundational level of technology.Research limitations/implicationsThis article seeks to contribute to a more profound understanding of the impact, potential and actionability of agile project management in the light of operational resilience.Practical implicationsIt is demonstrated that agile methods are attractive for ensuring the constitutive elements of the resilience of the operating model in terms of conscious contingencies and choices involving (rapid) changes.Social implicationsDuring the COVID-19 period, agility has been a key instrument in ensuring business survival, e.g. by switching markets, products or sales channels.Originality/valueAgility has the potential to build a strategic dimension of resilience, a synergistic relationship, which is linked to the responsiveness of an organization to change promptly, with a view toward renewal and transformation.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2023-03-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47635254","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 : 2023-03-14DOI: 10.1108/ijmpb-05-2022-0123
Rehab Iftikhar
PurposeThe purpose of this paper is to focus on the identification of different types of crises, their impact on project-based organizations' (PBOs) performance and exploring PBOs' capabilities to influence the effects of those crises.Design/methodology/approachThis study presents results from a large-scale survey (n = 283) comprising PBOs in the information technology, telecom and construction industries. The data analysis relies on structural equation modeling.FindingsThe study indicates that internal (as well as external) crises are negatively (as well as positively) associated with performance, which demonstrates the different effects that different kinds of crises have on performance. Furthermore, project-based organizational capabilities moderate the crisis–performance relation. In particular, the study demonstrates the contrasting effects that capabilities have on the management of crises indicating that some capabilities might worsen the effects of crises.Originality/valueThis paper contributes to dynamic capability and project management literature by identifying different types of crises that could impact short-and long-term performance and explore a set of capabilities required by PBOs to manage crises.
{"title":"Crises and capabilities in project-based organizations: conceptual model and empirical evidence","authors":"Rehab Iftikhar","doi":"10.1108/ijmpb-05-2022-0123","DOIUrl":"https://doi.org/10.1108/ijmpb-05-2022-0123","url":null,"abstract":"PurposeThe purpose of this paper is to focus on the identification of different types of crises, their impact on project-based organizations' (PBOs) performance and exploring PBOs' capabilities to influence the effects of those crises.Design/methodology/approachThis study presents results from a large-scale survey (n = 283) comprising PBOs in the information technology, telecom and construction industries. The data analysis relies on structural equation modeling.FindingsThe study indicates that internal (as well as external) crises are negatively (as well as positively) associated with performance, which demonstrates the different effects that different kinds of crises have on performance. Furthermore, project-based organizational capabilities moderate the crisis–performance relation. In particular, the study demonstrates the contrasting effects that capabilities have on the management of crises indicating that some capabilities might worsen the effects of crises.Originality/valueThis paper contributes to dynamic capability and project management literature by identifying different types of crises that could impact short-and long-term performance and explore a set of capabilities required by PBOs to manage crises.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2023-03-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48301448","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 : 2023-03-01DOI: 10.1108/ijmpb-02-2023-392
Per Svejvig, S. Sankaran, E. Lindhult
{"title":"Guest editorial: Second special issue on action research and variants in project studies and project management","authors":"Per Svejvig, S. Sankaran, E. Lindhult","doi":"10.1108/ijmpb-02-2023-392","DOIUrl":"https://doi.org/10.1108/ijmpb-02-2023-392","url":null,"abstract":"","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2023-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48045820","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 : 2023-02-27DOI: 10.1108/ijmpb-05-2022-0119
X. Wu, Randi Jiang, J. C. Tsai, G. Klein
PurposeAn enterprise system (ES) implementation proceeds as a multi-team system (MTS), with multiple project teams spanning time and business functions to meet organization-wide goals. Thus, the focus shifts from the output of a single project team to the outcomes of all ES project teams as part of the larger MTS. This study extends concepts of shared mental models (SMMs) in aspects of goals and plans in both MTS level and project team level and further examines SMMs' interactive impact on the MTS-based project performance.Design/methodology/approachThis study tests the model with survey data from 140 MTS-based ES implementations in China. Partial Least Squares Structural Equation Modeling (PLS SEM) served to test the hypothesized relationships.FindingsSMMs of project team-level goals and plans contribute to the cooperation and coordination in the ES implementation and thereby improve final implementation efficiency either directly or in combination. However, SMMs of MTS-level goal and plans contribute integration only when considered with achievements at the project level.Originality/valuePrior literature suggests a critical role of integration among ES project teams but finds challenges in achieving such integration. By leveraging shared mental model theory, the authors' results show that both common goal and plan understandings in the integration team critically influence integration in ES implementation and, thus, the final ES implementation efficiency, though not in a strictly linear relationship.
{"title":"Shared mental models in multi-team systems: improving enterprise system implementation","authors":"X. Wu, Randi Jiang, J. C. Tsai, G. Klein","doi":"10.1108/ijmpb-05-2022-0119","DOIUrl":"https://doi.org/10.1108/ijmpb-05-2022-0119","url":null,"abstract":"PurposeAn enterprise system (ES) implementation proceeds as a multi-team system (MTS), with multiple project teams spanning time and business functions to meet organization-wide goals. Thus, the focus shifts from the output of a single project team to the outcomes of all ES project teams as part of the larger MTS. This study extends concepts of shared mental models (SMMs) in aspects of goals and plans in both MTS level and project team level and further examines SMMs' interactive impact on the MTS-based project performance.Design/methodology/approachThis study tests the model with survey data from 140 MTS-based ES implementations in China. Partial Least Squares Structural Equation Modeling (PLS SEM) served to test the hypothesized relationships.FindingsSMMs of project team-level goals and plans contribute to the cooperation and coordination in the ES implementation and thereby improve final implementation efficiency either directly or in combination. However, SMMs of MTS-level goal and plans contribute integration only when considered with achievements at the project level.Originality/valuePrior literature suggests a critical role of integration among ES project teams but finds challenges in achieving such integration. By leveraging shared mental model theory, the authors' results show that both common goal and plan understandings in the integration team critically influence integration in ES implementation and, thus, the final ES implementation efficiency, though not in a strictly linear relationship.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2023-02-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46975927","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 : 2023-02-15DOI: 10.1108/ijmpb-05-2022-0121
I. M. Tvedt, I. Tommelein, O. J. Klakegg, John-Michael Wong
PurposeThe purpose of this paper is to describe how resilience unfolded in a project-based organization with the support of organizational values through changing leadership styles. The rapidly announced restrictions on businesses during the coronavirus disease 2019 (COVID-19) provided an opportunity to observe and study resilience unfold.Design/methodology/approachThe process-perspective case study approach of a structural and civil engineering design firm in San Francisco, California, USA, integrates interviews, observations, document analysis and information tracking via email and Microsoft Teams. The researchers adopted a leadership perspective, where the units of analysis are the internal management and the employees' behaviors.FindingsIn the case examined, the capability represented in the organizational values influenced the choice of situation-appropriate leadership styles to support employees. The values of relationship, passion and trust influenced the dominant choice of a transformational style, where stability and excellence facilitate a transactional style – all equally important for the balance and resilience of the project-based organization.Originality/valueThis study demonstrated that when organizational values support leaders in cultivating a learning environment, those values provide stability for leaders to promote resilience. To the best of the researchers' knowledge, no previous work described how situational-, transformational- and transactional-leadership styles evolve in response to a crisis and together facilitate organizational resilience.
{"title":"Organizational values in support of leadership styles fostering organizational resilience: a process perspective","authors":"I. M. Tvedt, I. Tommelein, O. J. Klakegg, John-Michael Wong","doi":"10.1108/ijmpb-05-2022-0121","DOIUrl":"https://doi.org/10.1108/ijmpb-05-2022-0121","url":null,"abstract":"PurposeThe purpose of this paper is to describe how resilience unfolded in a project-based organization with the support of organizational values through changing leadership styles. The rapidly announced restrictions on businesses during the coronavirus disease 2019 (COVID-19) provided an opportunity to observe and study resilience unfold.Design/methodology/approachThe process-perspective case study approach of a structural and civil engineering design firm in San Francisco, California, USA, integrates interviews, observations, document analysis and information tracking via email and Microsoft Teams. The researchers adopted a leadership perspective, where the units of analysis are the internal management and the employees' behaviors.FindingsIn the case examined, the capability represented in the organizational values influenced the choice of situation-appropriate leadership styles to support employees. The values of relationship, passion and trust influenced the dominant choice of a transformational style, where stability and excellence facilitate a transactional style – all equally important for the balance and resilience of the project-based organization.Originality/valueThis study demonstrated that when organizational values support leaders in cultivating a learning environment, those values provide stability for leaders to promote resilience. To the best of the researchers' knowledge, no previous work described how situational-, transformational- and transactional-leadership styles evolve in response to a crisis and together facilitate organizational resilience.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2023-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42473335","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 : 2023-02-06DOI: 10.1108/ijmpb-08-2022-0183
Tugba Gurcaylilar-Yenidogan, Dilek Erdoğan
PurposeBased on a survey study of 138 software buyers in Turkey, this study examines conditional indirect effects of requirements uncertainty on supplier opportunism where buyer dependence, a proxy for relation-specific investments, undertakes a mediator role. The authors consider a two-level moderation effect of trust and contract in buyer–supplier relationships throughout the software project lifecycle.Design/methodology/approachA survey-based empirical study was conducted, and conditional process analyses were run using PROCESS macro in SPSS. The present study tests a two-stage moderated mediation model in which competence-based trust with a detailed contract setting moderates the mediational path from requirements uncertainty to buyer dependence.FindingsThe data obtained from the buyer side in the Turkish software industry showed that a relationship in which the buyer is structurally dependent begins at a high level of trust. On the other hand, the authors found that contractual rigidity fosters supplier opportunism ex-post in evolving process of the relationship.Originality/valueThis study contributes to project management literature by testing a two-level moderation effect of governance and the mediator role of buyer dependence in the relationship between requirements uncertainty and supplier opportunism. Moving differently from the previous studies, this study integrates contributions of both economic perspectives, such as resource dependence theory and transaction cost analysis, and relational perspectives into the information processing view.
{"title":"Opportunism still remained alive: conditional limits of trust and contract in software projects","authors":"Tugba Gurcaylilar-Yenidogan, Dilek Erdoğan","doi":"10.1108/ijmpb-08-2022-0183","DOIUrl":"https://doi.org/10.1108/ijmpb-08-2022-0183","url":null,"abstract":"PurposeBased on a survey study of 138 software buyers in Turkey, this study examines conditional indirect effects of requirements uncertainty on supplier opportunism where buyer dependence, a proxy for relation-specific investments, undertakes a mediator role. The authors consider a two-level moderation effect of trust and contract in buyer–supplier relationships throughout the software project lifecycle.Design/methodology/approachA survey-based empirical study was conducted, and conditional process analyses were run using PROCESS macro in SPSS. The present study tests a two-stage moderated mediation model in which competence-based trust with a detailed contract setting moderates the mediational path from requirements uncertainty to buyer dependence.FindingsThe data obtained from the buyer side in the Turkish software industry showed that a relationship in which the buyer is structurally dependent begins at a high level of trust. On the other hand, the authors found that contractual rigidity fosters supplier opportunism ex-post in evolving process of the relationship.Originality/valueThis study contributes to project management literature by testing a two-level moderation effect of governance and the mediator role of buyer dependence in the relationship between requirements uncertainty and supplier opportunism. Moving differently from the previous studies, this study integrates contributions of both economic perspectives, such as resource dependence theory and transaction cost analysis, and relational perspectives into the information processing view.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2023-02-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44939931","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 : 2023-01-30DOI: 10.1108/ijmpb-07-2022-0152
Yang Wang, Xingpeng He, J. Zuo, R. Rameezdeen
PurposeThe public's trust in the authorities has a great impact on people's perception and cognition on development of different types of urban transport infrastructure projects (UTIPs). Given the importance of public acceptance for the efficient construction and operation of UTIPs, this study aims at investigating the personal and environmental factors that influence public acceptance behavior from the perspective of stakeholder management.Design/methodology/approachBased on social cognitive theory (SCT), this study explores the multiple dimensions of social trust on public acceptance in the development of UTIPs by a comparative case study. Two types of UTIPs, a metro railway and a bridge in the Wuhan City, China, were selected as cases, with a questionnaire distributed among the public to collect their sense of trust towards the development of these projects. The data were analyzed through structural equation modeling (SEM).FindingsThis study reveals that social trust positively influences public acceptance, directly or indirectly through perceived benefit and -risks and self-efficacy. However, the emphasis on social trust about competence and integrity of the authorities varies with the types of projects. Self-efficacy worked as the “mirror of trust” reflecting people's attitude towards social trust in the authorities on their ability and morality.Originality/valueThe value of the paper lies in discussing social trust from multiple dimensions in the field of urban infrastructures, which provides new insights into specific mechanisms for shaping public acceptance in project management towards the development of UTIPs.
{"title":"Ability or morality? Exploring the multiple dimensions of social trust on public acceptance of urban transport infrastructure projects","authors":"Yang Wang, Xingpeng He, J. Zuo, R. Rameezdeen","doi":"10.1108/ijmpb-07-2022-0152","DOIUrl":"https://doi.org/10.1108/ijmpb-07-2022-0152","url":null,"abstract":"PurposeThe public's trust in the authorities has a great impact on people's perception and cognition on development of different types of urban transport infrastructure projects (UTIPs). Given the importance of public acceptance for the efficient construction and operation of UTIPs, this study aims at investigating the personal and environmental factors that influence public acceptance behavior from the perspective of stakeholder management.Design/methodology/approachBased on social cognitive theory (SCT), this study explores the multiple dimensions of social trust on public acceptance in the development of UTIPs by a comparative case study. Two types of UTIPs, a metro railway and a bridge in the Wuhan City, China, were selected as cases, with a questionnaire distributed among the public to collect their sense of trust towards the development of these projects. The data were analyzed through structural equation modeling (SEM).FindingsThis study reveals that social trust positively influences public acceptance, directly or indirectly through perceived benefit and -risks and self-efficacy. However, the emphasis on social trust about competence and integrity of the authorities varies with the types of projects. Self-efficacy worked as the “mirror of trust” reflecting people's attitude towards social trust in the authorities on their ability and morality.Originality/valueThe value of the paper lies in discussing social trust from multiple dimensions in the field of urban infrastructures, which provides new insights into specific mechanisms for shaping public acceptance in project management towards the development of UTIPs.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":"1 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2023-01-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41730713","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 : 2023-01-27DOI: 10.1108/ijmpb-03-2022-0066
Farooq Ali, H. Haapasalo
PurposeThis article aims to address the confusion related to the meanings of interorganisational cooperation, control, coordination and collaboration in collaborative projects by developing a conceptual framework. From this, the authors aim to describe the links among these concepts in terms of development levels of stakeholder relationships. In addition, the authors aim to identify challenges and preconditions in relation to developing relationships at different levels.Design/methodology/approachThe authors have adopted the directed approach of qualitative content analysis method to validate and extend the conceptual framework of this study. The context of this study is a large hospital construction project located in northern Finland.FindingsThe findings of this study suggest that collaboration is a multilevel process of active engagement of multiple stakeholders. These stakeholders must have a high degree of shared understanding in terms of cooperation, control and coordination to achieve the mutually desired outcomes. This study also identifies the challenges that project stakeholders could face in developing collaborative relationships and propose preconditions for the same.Practical implicationsThis study provides a better understanding for project managers to manage interorganisational collaborative construction projects successfully. The outcome of this research would be beneficial to project management team to deliver dispute-free construction projects.Originality/valueExisting practical research on the development of relationships at different levels in collaborative construction projects is limited. This study offers a framework for the same which is validated in a real-life project.
{"title":"Development levels of stakeholder relationships in collaborative projects: challenges and preconditions","authors":"Farooq Ali, H. Haapasalo","doi":"10.1108/ijmpb-03-2022-0066","DOIUrl":"https://doi.org/10.1108/ijmpb-03-2022-0066","url":null,"abstract":"PurposeThis article aims to address the confusion related to the meanings of interorganisational cooperation, control, coordination and collaboration in collaborative projects by developing a conceptual framework. From this, the authors aim to describe the links among these concepts in terms of development levels of stakeholder relationships. In addition, the authors aim to identify challenges and preconditions in relation to developing relationships at different levels.Design/methodology/approachThe authors have adopted the directed approach of qualitative content analysis method to validate and extend the conceptual framework of this study. The context of this study is a large hospital construction project located in northern Finland.FindingsThe findings of this study suggest that collaboration is a multilevel process of active engagement of multiple stakeholders. These stakeholders must have a high degree of shared understanding in terms of cooperation, control and coordination to achieve the mutually desired outcomes. This study also identifies the challenges that project stakeholders could face in developing collaborative relationships and propose preconditions for the same.Practical implicationsThis study provides a better understanding for project managers to manage interorganisational collaborative construction projects successfully. The outcome of this research would be beneficial to project management team to deliver dispute-free construction projects.Originality/valueExisting practical research on the development of relationships at different levels in collaborative construction projects is limited. This study offers a framework for the same which is validated in a real-life project.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2023-01-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42883757","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 : 2023-01-09DOI: 10.1108/ijmpb-05-2022-0111
Mieszko Olszewski
PurposeThe purpose of this paper is to demonstrate how agile project management can foster creativity in project teams.Design/methodology/approachThe study is based on an extensive literature review of agile project management and team creativity and is matching these two to answer the following research questions: (1) how agile project management approach can foster creativity in project teams? and (2) which principles and practices promoted by the most popular agile methodologies enhance creativity in project teams?FindingsFive creativity-conducive spaces in agile project management were identified and integrated into a conceptual framework, namely, a space for generative social interactions, a space for learning, a space for change and adaptation, a space for exploration and a space promoting team members' well-being. In the next step, based on a thorough analysis of seven widespread agile project management methods, a large number of agile principles and practices were mapped into each of the five conceptual spaces.Originality/valueThis study provides new insights into how agile project management can foster creativity in project teams. The conceptual framework developed in this paper might be utilized to enhance creativity in agile teams, it can also serve as a starting point for future research.
{"title":"Agile project management as a stage for creativity: a conceptual framework of five creativity-conducive spaces","authors":"Mieszko Olszewski","doi":"10.1108/ijmpb-05-2022-0111","DOIUrl":"https://doi.org/10.1108/ijmpb-05-2022-0111","url":null,"abstract":"PurposeThe purpose of this paper is to demonstrate how agile project management can foster creativity in project teams.Design/methodology/approachThe study is based on an extensive literature review of agile project management and team creativity and is matching these two to answer the following research questions: (1) how agile project management approach can foster creativity in project teams? and (2) which principles and practices promoted by the most popular agile methodologies enhance creativity in project teams?FindingsFive creativity-conducive spaces in agile project management were identified and integrated into a conceptual framework, namely, a space for generative social interactions, a space for learning, a space for change and adaptation, a space for exploration and a space promoting team members' well-being. In the next step, based on a thorough analysis of seven widespread agile project management methods, a large number of agile principles and practices were mapped into each of the five conceptual spaces.Originality/valueThis study provides new insights into how agile project management can foster creativity in project teams. The conceptual framework developed in this paper might be utilized to enhance creativity in agile teams, it can also serve as a starting point for future research.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2023-01-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47673550","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 : 2022-12-23DOI: 10.1108/ijmpb-02-2022-0050
Rouzbeh Shabani, T. O. Malvik, Agnar Johansen, Olav Torp
PurposeUncertainty management (UM) in projects has been a point of attention for researchers for many years. Research on UM has mainly been aimed at uncertainty analyses in the front-end and managing uncertainty in the construction phase. In contrast, UM components in the design phase have received less attention. This research aims to improve knowledge about the key components of UM in the design phase of large road projects.Design/methodology/approachThis study adopted a literature review and case study. The literature review was used to identify relevant criteria for UM. These criteria helped to design the interview guide. Multiple case study research was conducted, and data were collected through document study and interviews with project stakeholders in two road projects. Each case's owners, contractors and consultants were interviewed individually.FindingsThe data analysis obtained helpful information on the involved parties, process and exploit tools and techniques during the design phase. Johansen's (2015) framework [(a) human and organisation, (b) process and (c) tools and techniques)] was completed and developed by identifying relevant criteria (such as risk averse or risk-taker, culture and documentation level) for each component. These criteria help to measure UM performance. The authors found that owners and contractors are major formal UM actors, not consultants. Empirical data showed the effectiveness of Web-based tools in UM.Research limitations/implicationsThe studied cases were Norwegian, and this study focussed on uncertainties in the project's design phase. Relevant criteria did not cover all the criteria for evaluating the performance of UM. Qualitative evaluation of criteria allows further quantitative analysis in the future.Practical implicationsThis paper gave project owners and managers a better understanding of relevant criteria for measuring UM in the owners and managers' projects. The paper provides policy-makers with a deeper understanding of creating rigorous project criteria for UM during the design phase. This paper also provides a guideline for UM in road projects.Originality/valueThis research gives a holistic evaluation of UM by noticing relevant criteria and criteria's interconnection in the design phase.
{"title":"Dealing with uncertainties in the design phase of road projects","authors":"Rouzbeh Shabani, T. O. Malvik, Agnar Johansen, Olav Torp","doi":"10.1108/ijmpb-02-2022-0050","DOIUrl":"https://doi.org/10.1108/ijmpb-02-2022-0050","url":null,"abstract":"PurposeUncertainty management (UM) in projects has been a point of attention for researchers for many years. Research on UM has mainly been aimed at uncertainty analyses in the front-end and managing uncertainty in the construction phase. In contrast, UM components in the design phase have received less attention. This research aims to improve knowledge about the key components of UM in the design phase of large road projects.Design/methodology/approachThis study adopted a literature review and case study. The literature review was used to identify relevant criteria for UM. These criteria helped to design the interview guide. Multiple case study research was conducted, and data were collected through document study and interviews with project stakeholders in two road projects. Each case's owners, contractors and consultants were interviewed individually.FindingsThe data analysis obtained helpful information on the involved parties, process and exploit tools and techniques during the design phase. Johansen's (2015) framework [(a) human and organisation, (b) process and (c) tools and techniques)] was completed and developed by identifying relevant criteria (such as risk averse or risk-taker, culture and documentation level) for each component. These criteria help to measure UM performance. The authors found that owners and contractors are major formal UM actors, not consultants. Empirical data showed the effectiveness of Web-based tools in UM.Research limitations/implicationsThe studied cases were Norwegian, and this study focussed on uncertainties in the project's design phase. Relevant criteria did not cover all the criteria for evaluating the performance of UM. Qualitative evaluation of criteria allows further quantitative analysis in the future.Practical implicationsThis paper gave project owners and managers a better understanding of relevant criteria for measuring UM in the owners and managers' projects. The paper provides policy-makers with a deeper understanding of creating rigorous project criteria for UM during the design phase. This paper also provides a guideline for UM in road projects.Originality/valueThis research gives a holistic evaluation of UM by noticing relevant criteria and criteria's interconnection in the design phase.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2022-12-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41880279","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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