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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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}
Pub Date : 2022-12-22DOI: 10.1108/ijmpb-02-2022-0043
Humera Amin, H. Scheepers, Mohsin Malik
PurposeThis paper aims to examine the role of project monitoring and evaluation (M&E) in international development (ID) project stakeholders' relationships. This study draws on agency theory to examine the specific role M&E plays in improving ID project impact.Design/methodology/approachQualitative data comprising of in-depth interviews were collected from ID project stakeholders such as project donors, implementing partners and steering committee members.FindingsResults of the study show that project M&E activities can serve multiple purposes including the collection of data for the assessment of inputs, outputs, outcomes and impact. This information is shared with stakeholders to assist in evidence-based decision-making to improve project impact on community. This study shows that M&E activities strengthen the relationship between stakeholders by involving multiple stakeholders at different stages of ID projects to identify community needs and to demonstrate the positive community impact. Agency issues such as goal incongruence, information asymmetry and risk-sharing affect the relationship between the stakeholders. Investing in different M&E activities can reduce these issues, ultimately leading to a positive impact at the community level.Originality/valueThere has been limited research that explores the principal-agent relationship between project stakeholders of ID projects through the lens of agency theory. The role of M&E to collect project data and address agency issues between project stakeholders to improve project impact is the novel contribution of this paper.
{"title":"Project monitoring and evaluation to engage stakeholders of international development projects for community impact","authors":"Humera Amin, H. Scheepers, Mohsin Malik","doi":"10.1108/ijmpb-02-2022-0043","DOIUrl":"https://doi.org/10.1108/ijmpb-02-2022-0043","url":null,"abstract":"PurposeThis paper aims to examine the role of project monitoring and evaluation (M&E) in international development (ID) project stakeholders' relationships. This study draws on agency theory to examine the specific role M&E plays in improving ID project impact.Design/methodology/approachQualitative data comprising of in-depth interviews were collected from ID project stakeholders such as project donors, implementing partners and steering committee members.FindingsResults of the study show that project M&E activities can serve multiple purposes including the collection of data for the assessment of inputs, outputs, outcomes and impact. This information is shared with stakeholders to assist in evidence-based decision-making to improve project impact on community. This study shows that M&E activities strengthen the relationship between stakeholders by involving multiple stakeholders at different stages of ID projects to identify community needs and to demonstrate the positive community impact. Agency issues such as goal incongruence, information asymmetry and risk-sharing affect the relationship between the stakeholders. Investing in different M&E activities can reduce these issues, ultimately leading to a positive impact at the community level.Originality/valueThere has been limited research that explores the principal-agent relationship between project stakeholders of ID projects through the lens of agency theory. The role of M&E to collect project data and address agency issues between project stakeholders to improve project impact is the novel contribution of this paper.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":null,"pages":null},"PeriodicalIF":2.7,"publicationDate":"2022-12-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43970962","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 : 2022-12-08DOI: 10.1108/ijmpb-04-2022-0094
R. Siriram
PurposeThe objective of this research is to explore integration and transition activities in large industrial projects. The purpose is to (a) obtain a better understanding of the integration and transition activities between the project front-end (FE) and project initiation phases (PIPs), (b) explore what, how and when these integrations and transitions occur, and (c) explore what the integration and transition activities mean to project practitioners.Design/methodology/approachA qualitative research design methodology is followed, based on interviews using open-ended questions. An expert panel is used to provide responses to questions pertaining to the integration and transition between the project FE and PIP. The research is focused on managing large projects in the South African electrical engineering industrial projects industry. A literature review combined with empirical analysis reflects the importance of integrating and transitioning in project business.FindingsThe findings provide guidance to researchers and practitioners on integration and transition mechanisms, how and when these occur. It highlights the benefits of integration and transition activities. Important lessons for researchers and practitioners are provided together with areas for future research.Originality/valueThis is an interpretative analysis of expert opinion. Expert panel members are experienced at senior decision-making level, and their expertise was accessed based on experience, education and knowledge. This extensive experience is shared in this paper providing insights into their opinions, experiences, success and failures. These inputs together with the literature review provide interesting implications for both a theoretical foundation as well as practical implications for practitioners.
{"title":"Integrating and transitioning the project front-end and project initiation phases in South African electrical engineering industrial projects","authors":"R. Siriram","doi":"10.1108/ijmpb-04-2022-0094","DOIUrl":"https://doi.org/10.1108/ijmpb-04-2022-0094","url":null,"abstract":"PurposeThe objective of this research is to explore integration and transition activities in large industrial projects. The purpose is to (a) obtain a better understanding of the integration and transition activities between the project front-end (FE) and project initiation phases (PIPs), (b) explore what, how and when these integrations and transitions occur, and (c) explore what the integration and transition activities mean to project practitioners.Design/methodology/approachA qualitative research design methodology is followed, based on interviews using open-ended questions. An expert panel is used to provide responses to questions pertaining to the integration and transition between the project FE and PIP. The research is focused on managing large projects in the South African electrical engineering industrial projects industry. A literature review combined with empirical analysis reflects the importance of integrating and transitioning in project business.FindingsThe findings provide guidance to researchers and practitioners on integration and transition mechanisms, how and when these occur. It highlights the benefits of integration and transition activities. Important lessons for researchers and practitioners are provided together with areas for future research.Originality/valueThis is an interpretative analysis of expert opinion. Expert panel members are experienced at senior decision-making level, and their expertise was accessed based on experience, education and knowledge. This extensive experience is shared in this paper providing insights into their opinions, experiences, success and failures. These inputs together with the literature review provide interesting implications for both a theoretical foundation as well as practical implications for practitioners.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":null,"pages":null},"PeriodicalIF":2.7,"publicationDate":"2022-12-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48522474","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 : 2022-12-05DOI: 10.1108/ijmpb-09-2021-0252
R. Chang, M. M. Carvalho, R. Sbragia
PurposePerformance in virtual teams, which faces cultural and demographic differences, is a relevant phenomenon that has been widely investigated in recent decades, but with opportunities in exploring other levels of analysis as individual and project. This current research aims to understand how multicultural virtual teams affect individual, team and project performance.Design/methodology/approachThe authors conducted a systematic literature review (SLR) and bibliometric analysis to capture 273 papers from the Web of Science (WoS) database using a snowball approach. In a second approach, the authors selected 130 papers to conduct a content analysis.FindingsThe authors presented a longitudinal overview regarding the adoption of virtual teams in project management (PM) literature. A conceptual framework was proposed to explore the relationship between multicultural virtual teams and performance with three levels of analysis: individual, teams and project. The authors contributed with research hypotheses to be explored in future empirical studies not only at the team perspective but also at the project and individual levels. The thematic analysis suggested that the literature focus has shifted from hard to soft aspects faced by virtual teams. Social identity/categorization theory was the most prominent theory in this body, but it is not fully explored in PM literature. Other opportunities of future studies are to understand the impact of cultural diversity, the sense of belongingness, the project life cycle and the development of a knowledge management program.Originality/valueThe authors developed a 3-level conceptual framework for future empirical studies and demonstrated that cultural differences are mainly approached at the national level in the literature, bringing suggestions for future empirical research.
{"title":"Towards a comprehensive conceptual framework for multicultural virtual teams: a multilevel perspective exploring the relationship between multiculturalism and performance","authors":"R. Chang, M. M. Carvalho, R. Sbragia","doi":"10.1108/ijmpb-09-2021-0252","DOIUrl":"https://doi.org/10.1108/ijmpb-09-2021-0252","url":null,"abstract":"PurposePerformance in virtual teams, which faces cultural and demographic differences, is a relevant phenomenon that has been widely investigated in recent decades, but with opportunities in exploring other levels of analysis as individual and project. This current research aims to understand how multicultural virtual teams affect individual, team and project performance.Design/methodology/approachThe authors conducted a systematic literature review (SLR) and bibliometric analysis to capture 273 papers from the Web of Science (WoS) database using a snowball approach. In a second approach, the authors selected 130 papers to conduct a content analysis.FindingsThe authors presented a longitudinal overview regarding the adoption of virtual teams in project management (PM) literature. A conceptual framework was proposed to explore the relationship between multicultural virtual teams and performance with three levels of analysis: individual, teams and project. The authors contributed with research hypotheses to be explored in future empirical studies not only at the team perspective but also at the project and individual levels. The thematic analysis suggested that the literature focus has shifted from hard to soft aspects faced by virtual teams. Social identity/categorization theory was the most prominent theory in this body, but it is not fully explored in PM literature. Other opportunities of future studies are to understand the impact of cultural diversity, the sense of belongingness, the project life cycle and the development of a knowledge management program.Originality/valueThe authors developed a 3-level conceptual framework for future empirical studies and demonstrated that cultural differences are mainly approached at the national level in the literature, bringing suggestions for future empirical research.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":null,"pages":null},"PeriodicalIF":2.7,"publicationDate":"2022-12-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48411079","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 : 2022-11-29DOI: 10.1108/ijmpb-02-2022-0025
Ronaldo Gomes Dultra-de-Lima, Luiz Artur Ledur Brito
PurposeThe absorptive capacity (AC) leads to firm performance and influences the development and evolution of capabilities and routines, but the influence of AC in projects remains unclear. Therefore, this study aims to investigate the effect of AC on project performance (PP) in the construction industry of Sao Paulo State, Brazil.Design/methodology/approachThe authors conducted a survey questionnaire with project managers and collected 157 responses in the construction sector. They also used confirmatory factor analysis (CFA) and multiple linear regression techniques to assess the data.FindingsThe study provides empirical evidence that realized absorptive capacity (RAC) has a direct and indirect positive effect on PP. Conversely, the potential absorptive capacity (PAC) only indirectly impacts PP through project management practices (PMPs). PAC and RAC positively influence PMPs that in turn positively influence PP. The findings reinforce the relevance of AC to the development of internal knowledge for processes and routines, thereby enhancing PP.Practical implicationsThe findings provide practical implications: the AC influences PP by refining and adapting routines. Moreover, the consistent application of accepted practices is not enough for PP, but the ability to adapt, adjust and transform the relevant knowledge into routines.Originality/valueThis paper provides empirical evidence that the knowledge application of PMPs improves organizational performance through PP. However, despite what the literature has discussed, this paper proved that AC has no effect as a moderating factor between PMPs and performance; however, AC's role significantly impacts PP through PMPs.
{"title":"How absorptive capacity influences project performance","authors":"Ronaldo Gomes Dultra-de-Lima, Luiz Artur Ledur Brito","doi":"10.1108/ijmpb-02-2022-0025","DOIUrl":"https://doi.org/10.1108/ijmpb-02-2022-0025","url":null,"abstract":"PurposeThe absorptive capacity (AC) leads to firm performance and influences the development and evolution of capabilities and routines, but the influence of AC in projects remains unclear. Therefore, this study aims to investigate the effect of AC on project performance (PP) in the construction industry of Sao Paulo State, Brazil.Design/methodology/approachThe authors conducted a survey questionnaire with project managers and collected 157 responses in the construction sector. They also used confirmatory factor analysis (CFA) and multiple linear regression techniques to assess the data.FindingsThe study provides empirical evidence that realized absorptive capacity (RAC) has a direct and indirect positive effect on PP. Conversely, the potential absorptive capacity (PAC) only indirectly impacts PP through project management practices (PMPs). PAC and RAC positively influence PMPs that in turn positively influence PP. The findings reinforce the relevance of AC to the development of internal knowledge for processes and routines, thereby enhancing PP.Practical implicationsThe findings provide practical implications: the AC influences PP by refining and adapting routines. Moreover, the consistent application of accepted practices is not enough for PP, but the ability to adapt, adjust and transform the relevant knowledge into routines.Originality/valueThis paper provides empirical evidence that the knowledge application of PMPs improves organizational performance through PP. However, despite what the literature has discussed, this paper proved that AC has no effect as a moderating factor between PMPs and performance; however, AC's role significantly impacts PP through PMPs.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":null,"pages":null},"PeriodicalIF":2.7,"publicationDate":"2022-11-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45989312","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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