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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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}
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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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}
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