Pub Date : 2022-10-14DOI: 10.1108/ijmpb-09-2021-0232
T. B. Øien
PurposeThis paper explores the role and implications of action research (AR) in collaboration and knowledge production between academia and health practices, in a project on lighting and low-vision rehabilitation.Design/methodology/approachThis ethnographic inquiry has explored the methodological considerations and actions taken in a project collaboration using a framework of co-productive research approaches and the science- and technology-inspired concept of staging.FindingsThree trajectories of inquiry, a roadmap, a theoretical model and a conceptual drawing, are shown to be important elements in the translation, operationalisation and dissemination of knowledge. Beyond creating an extended network, their trajectories reveal a fine-meshed interrelation within the project group that enables spaces for joint reflection, improvisation and resonance. The elasticity of the AR approach supports several smaller iterative processes that expand the frame of innovation and prepare for implementation across the low-vision rehabilitation community.Research limitations/implicationsThis research provides insights into the knowledge production of multiple ontologies and epistemologies that are relevant to both social sciences and health sciences.Practical implicationsThe research unfolds otherwise hidden processes and implications of knowledge production.Social implicationsThis research enables and informs future collaborations to navigate and manage multiple complex realities.Originality/valueThe study provides unique perspectives of the practice of research collaboration and knowledge production that are useful for both academics and practitioners in many professional contexts.
{"title":"Methodological considerations in collaborative processes: a case of ethnographic action research","authors":"T. B. Øien","doi":"10.1108/ijmpb-09-2021-0232","DOIUrl":"https://doi.org/10.1108/ijmpb-09-2021-0232","url":null,"abstract":"PurposeThis paper explores the role and implications of action research (AR) in collaboration and knowledge production between academia and health practices, in a project on lighting and low-vision rehabilitation.Design/methodology/approachThis ethnographic inquiry has explored the methodological considerations and actions taken in a project collaboration using a framework of co-productive research approaches and the science- and technology-inspired concept of staging.FindingsThree trajectories of inquiry, a roadmap, a theoretical model and a conceptual drawing, are shown to be important elements in the translation, operationalisation and dissemination of knowledge. Beyond creating an extended network, their trajectories reveal a fine-meshed interrelation within the project group that enables spaces for joint reflection, improvisation and resonance. The elasticity of the AR approach supports several smaller iterative processes that expand the frame of innovation and prepare for implementation across the low-vision rehabilitation community.Research limitations/implicationsThis research provides insights into the knowledge production of multiple ontologies and epistemologies that are relevant to both social sciences and health sciences.Practical implicationsThe research unfolds otherwise hidden processes and implications of knowledge production.Social implicationsThis research enables and informs future collaborations to navigate and manage multiple complex realities.Originality/valueThe study provides unique perspectives of the practice of research collaboration and knowledge production that are useful for both academics and practitioners in many professional contexts.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2022-10-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41829050","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 : 2022-10-11DOI: 10.1108/ijmpb-05-2022-0114
Ana Azevedo, Kam Jugdev, G. Mathur
PurposeThis research draws on the resource-based view of the firm from strategic management and applies it to a study of competitive advantage in the project management context. The relationship between the characteristics of project management resources, focusing on organizational support for the project management process, and outcomes of the project management process are examined.Design/methodology/approachThis study uses data gathered from 437 North American project management professionals with an existing survey tool that was used in a prior smaller sample study. The study uses Barney’s VRIO framework that assesses resources as valuable (V), rare (R), inimitable (I) and organizationally supported to leverage their value (O). The conceptual model hypothesizes relationships between the project management asset characteristics (valuable, rare, and inimitable), organizational support for the project management process, and project management performance outcomes (both project and firm level). Hypotheses are tested using factors extracted from a confirmatory factor analysis (CFA). The factors extracted include two factors representing valuable project management asset characteristics, one factor representing rare project management asset characteristics, one factor representing inimitable project management asset characteristics, two factors representing organizational support for the project management process, one factor representing project-level performance and one factor representing firm-level performance.FindingsProject management assets that are considered valuable and organizational support for the project management process are found to contribute positively to project management process outcomes. No advantage was perceived from rare and inimitable project management assets. Project-level performance was found to significantly mediate the relationship between organizational support and firm-level performance.Practical implicationsThis study draws managerial attention to organizational support for the project management process as a source of competitive advantage through its positive affect on both project-as well as firm-level performance.Originality/valueThe study uses a survey tool from previous research with a new, larger dataset to contribute to the understanding of the importance of organizational support for the project management process in a quest for both project success as well as a firm's competitive advantage.
{"title":"The impact of organizational support for the project management process on project and firm performance","authors":"Ana Azevedo, Kam Jugdev, G. Mathur","doi":"10.1108/ijmpb-05-2022-0114","DOIUrl":"https://doi.org/10.1108/ijmpb-05-2022-0114","url":null,"abstract":"PurposeThis research draws on the resource-based view of the firm from strategic management and applies it to a study of competitive advantage in the project management context. The relationship between the characteristics of project management resources, focusing on organizational support for the project management process, and outcomes of the project management process are examined.Design/methodology/approachThis study uses data gathered from 437 North American project management professionals with an existing survey tool that was used in a prior smaller sample study. The study uses Barney’s VRIO framework that assesses resources as valuable (V), rare (R), inimitable (I) and organizationally supported to leverage their value (O). The conceptual model hypothesizes relationships between the project management asset characteristics (valuable, rare, and inimitable), organizational support for the project management process, and project management performance outcomes (both project and firm level). Hypotheses are tested using factors extracted from a confirmatory factor analysis (CFA). The factors extracted include two factors representing valuable project management asset characteristics, one factor representing rare project management asset characteristics, one factor representing inimitable project management asset characteristics, two factors representing organizational support for the project management process, one factor representing project-level performance and one factor representing firm-level performance.FindingsProject management assets that are considered valuable and organizational support for the project management process are found to contribute positively to project management process outcomes. No advantage was perceived from rare and inimitable project management assets. Project-level performance was found to significantly mediate the relationship between organizational support and firm-level performance.Practical implicationsThis study draws managerial attention to organizational support for the project management process as a source of competitive advantage through its positive affect on both project-as well as firm-level performance.Originality/valueThe study uses a survey tool from previous research with a new, larger dataset to contribute to the understanding of the importance of organizational support for the project management process in a quest for both project success as well as a firm's competitive advantage.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2022-10-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43709943","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 : 2022-10-07DOI: 10.1108/ijmpb-02-2022-0047
Josivan Leite Alves, Jeniffer de Nadae, M. M. Carvalho
PurposeThis study aims to explore the moderating effect of communication barriers (CBs) on the relationship between knowledge sharing barriers (KSBs) and knowledge management (KM), considering the two enablers, technology and organizational culture, in the project context.Design/methodology/approachThe authors adopted survey-based research approach. The data were analyzed using partial least squares structural equation modeling (PLS-SEM), applying the SmartPLS 3.0 software.FindingsThe results show the significant and positive effect of both enablers (culture and technology) on KM. Furthermore, the authors identify significant relationship between KSBs and communications barriers. Finally, it elucidated the moderate effect of CBs.Research limitations/implicationsThe data are cross-sectional rather than longitudinal, which limits temporal interpretations of the associations between exploitative and exploratory learning and innovative strategies.Practical implicationsThe results can guide organization toward cultural and technological issues supporting KM. Moreover, for project managers and practitioners it shows the importance to avoid communications barriers, driving efforts and resources to manage the flow of information efficiently, developing communication processes that integrate the project team and reducing CBs.Originality/valueThe study reveals complex paths that organizations take toward KM. The research findings show how CBs play a critical moderating role in the relationship between KSBs and KM.
{"title":"Knowledge management enablers and barriers: exploring the moderating effect of communication barriers","authors":"Josivan Leite Alves, Jeniffer de Nadae, M. M. Carvalho","doi":"10.1108/ijmpb-02-2022-0047","DOIUrl":"https://doi.org/10.1108/ijmpb-02-2022-0047","url":null,"abstract":"PurposeThis study aims to explore the moderating effect of communication barriers (CBs) on the relationship between knowledge sharing barriers (KSBs) and knowledge management (KM), considering the two enablers, technology and organizational culture, in the project context.Design/methodology/approachThe authors adopted survey-based research approach. The data were analyzed using partial least squares structural equation modeling (PLS-SEM), applying the SmartPLS 3.0 software.FindingsThe results show the significant and positive effect of both enablers (culture and technology) on KM. Furthermore, the authors identify significant relationship between KSBs and communications barriers. Finally, it elucidated the moderate effect of CBs.Research limitations/implicationsThe data are cross-sectional rather than longitudinal, which limits temporal interpretations of the associations between exploitative and exploratory learning and innovative strategies.Practical implicationsThe results can guide organization toward cultural and technological issues supporting KM. Moreover, for project managers and practitioners it shows the importance to avoid communications barriers, driving efforts and resources to manage the flow of information efficiently, developing communication processes that integrate the project team and reducing CBs.Originality/valueThe study reveals complex paths that organizations take toward KM. The research findings show how CBs play a critical moderating role in the relationship between KSBs and KM.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2022-10-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42947120","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 : 2022-10-06DOI: 10.1108/ijmpb-03-2022-0064
Gizem Bilgin, Huseyin Erol, G. Atasoy, I. Dikmen, M. T. Birgonul
PurposeMegaprojects are known as complex projects that involve high levels of uncertainty. This interpretive study explores and portrays perceived complexity in mega construction projects by lived experiences of project managers.Design/methodology/approachThis study utilises a ground theory approach to analyse data gathered from semi-structured interviews with 18 professionals involved in 11 megaprojects.FindingsComplexity in mega construction projects is defined as a project property that stems from the interaction of project features, uncertain variables/conditions, and managerial actions forming a pattern, which emerges over time, based on the reflections of construction practitioners.Originality/valueThis study defines complexity based on the reflections of the practitioners in the construction industry and uniquely identifies complexity patterns that may have implications for project management, particularly risk management.
{"title":"Exploring pattern of complexity in mega construction projects","authors":"Gizem Bilgin, Huseyin Erol, G. Atasoy, I. Dikmen, M. T. Birgonul","doi":"10.1108/ijmpb-03-2022-0064","DOIUrl":"https://doi.org/10.1108/ijmpb-03-2022-0064","url":null,"abstract":"PurposeMegaprojects are known as complex projects that involve high levels of uncertainty. This interpretive study explores and portrays perceived complexity in mega construction projects by lived experiences of project managers.Design/methodology/approachThis study utilises a ground theory approach to analyse data gathered from semi-structured interviews with 18 professionals involved in 11 megaprojects.FindingsComplexity in mega construction projects is defined as a project property that stems from the interaction of project features, uncertain variables/conditions, and managerial actions forming a pattern, which emerges over time, based on the reflections of construction practitioners.Originality/valueThis study defines complexity based on the reflections of the practitioners in the construction industry and uniquely identifies complexity patterns that may have implications for project management, particularly risk management.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2022-10-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42959400","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 : 2022-09-22DOI: 10.1108/ijmpb-08-2021-0213
Beata Jałocha, Ewa Bogacz-Wojtanowska, Anna Góral, Piotr Jedynak, G. Prawelska-Skrzypek
PurposeThe aim of the study was to illustrate how three different institutional logics, present in the implementation of action research, interact in a formalised project, in a traditional university setting.Design/methodology/approachThe article is empirical in nature and the research method used is an instrumental case study. The case was the implementation of action research within the framework of an educational project co-financed by EU funds, conducted in a Polish public university. The research process was conducted from September 2017 to November 2019. The following techniques were used: document analysis, in-depth interviews, participatory observation during the project. Constant comparative analysis was used as an analytical approach.FindingsThe study indicates that action research, project management and university management follow different “logics”. The dominant logic of action research is problem-solving, of project management is efficiency and of university management is compliance. These different logics and the relationship between them is explained in the paper.Originality/valueThe research enriches the ongoing discussion on logic multiplicity and project management in a new context – that of the university environment and combines the issue of the implementation of action research with broader conversations on institutional logics.
{"title":"Conflicting or co-existing logics – doing action research within the framework of a project in a university","authors":"Beata Jałocha, Ewa Bogacz-Wojtanowska, Anna Góral, Piotr Jedynak, G. Prawelska-Skrzypek","doi":"10.1108/ijmpb-08-2021-0213","DOIUrl":"https://doi.org/10.1108/ijmpb-08-2021-0213","url":null,"abstract":"PurposeThe aim of the study was to illustrate how three different institutional logics, present in the implementation of action research, interact in a formalised project, in a traditional university setting.Design/methodology/approachThe article is empirical in nature and the research method used is an instrumental case study. The case was the implementation of action research within the framework of an educational project co-financed by EU funds, conducted in a Polish public university. The research process was conducted from September 2017 to November 2019. The following techniques were used: document analysis, in-depth interviews, participatory observation during the project. Constant comparative analysis was used as an analytical approach.FindingsThe study indicates that action research, project management and university management follow different “logics”. The dominant logic of action research is problem-solving, of project management is efficiency and of university management is compliance. These different logics and the relationship between them is explained in the paper.Originality/valueThe research enriches the ongoing discussion on logic multiplicity and project management in a new context – that of the university environment and combines the issue of the implementation of action research with broader conversations on institutional logics.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2022-09-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43707413","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 : 2022-09-12DOI: 10.1108/ijmpb-01-2022-0014
N. Mubarak, Jabran Khan, A. Osmadi
PurposeNumerous studies have linked the role of knowledge sharing with project success, while limited attention has been given to the consequences of knowledge hiding. The unwillingness of leaders to share information may cause the failure of assigned tasks, thus affecting the success of any project. Withholding information by leaders can potentially result in incomplete ideas, thus causing poor innovative work behaviour (IWB) among employees. Despite such knowledge-hiding behaviour, most employees continue working positively towards IWB.Design/methodology/approachIn order to test these proposed hypotheses, data were collected from active information technology (IT) projects using purposive sampling technique. The purposive sampling method was selected to specifically focus on projects that require innovation. A total of 324 responses were considered for final analyses, which were collected in time lag.FindingsThe study outcomes amplified the important issue of knowledge-hiding behaviour among leaders that adversely affected the IT project industry and how such behaviour led to failure as a result of poor IWB. Apparently, IWB intervened between knowledge-hiding behaviour among leaders and project success. However, high curiosity among employees seemed to reduce the negative effects of knowledge-hiding behaviour among leaders.Originality/valueThis study substantially adds to the leadership literature and holds immense importance for project professionals by drawing their attention to the neglected area causing project failure.
{"title":"How does leader's knowledge hiding kill innovative work behavior","authors":"N. Mubarak, Jabran Khan, A. Osmadi","doi":"10.1108/ijmpb-01-2022-0014","DOIUrl":"https://doi.org/10.1108/ijmpb-01-2022-0014","url":null,"abstract":"PurposeNumerous studies have linked the role of knowledge sharing with project success, while limited attention has been given to the consequences of knowledge hiding. The unwillingness of leaders to share information may cause the failure of assigned tasks, thus affecting the success of any project. Withholding information by leaders can potentially result in incomplete ideas, thus causing poor innovative work behaviour (IWB) among employees. Despite such knowledge-hiding behaviour, most employees continue working positively towards IWB.Design/methodology/approachIn order to test these proposed hypotheses, data were collected from active information technology (IT) projects using purposive sampling technique. The purposive sampling method was selected to specifically focus on projects that require innovation. A total of 324 responses were considered for final analyses, which were collected in time lag.FindingsThe study outcomes amplified the important issue of knowledge-hiding behaviour among leaders that adversely affected the IT project industry and how such behaviour led to failure as a result of poor IWB. Apparently, IWB intervened between knowledge-hiding behaviour among leaders and project success. However, high curiosity among employees seemed to reduce the negative effects of knowledge-hiding behaviour among leaders.Originality/valueThis study substantially adds to the leadership literature and holds immense importance for project professionals by drawing their attention to the neglected area causing project failure.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2022-09-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45367350","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 : 2022-09-01DOI: 10.1108/ijmpb-09-2022-391
Nicolas Paquet, M. Brunet
{"title":"Book review: Les projets: Une histoire politique (XVIe-XXIe siècles)","authors":"Nicolas Paquet, M. Brunet","doi":"10.1108/ijmpb-09-2022-391","DOIUrl":"https://doi.org/10.1108/ijmpb-09-2022-391","url":null,"abstract":"","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2022-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41953998","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 : 2022-08-30DOI: 10.1108/ijmpb-08-2021-0212
Maude Brunet
PurposeThe aims of this paper are to mobilize project management concepts in order to draw parallels with the doctoral project and to share the author’s experience and lessons learned.Design/methodology/approachThis paper is based on a qualitative inquiry using an autoethnographic approach.FindingsThis paper contributes a self-reflexive examination of the doctoral project experience that incites current and future doctoral students and early-career researchers to take advantage of opportunities that make the experience satisfying, lay the foundations of an academic career and help ensure the thesis is completed in a timely and orderly manner.Originality/valueExamining the doctoral project through the lens of one of the highest standards in project management, developed by the Project Management Institute (PMI), this paper enables PhD students in project management and other fields of study to understand the basics of a project and take action to structure their doctoral journey in a way that enhances both their experience and chances of success.
{"title":"Conducting a PhD as a project: sharing insights from my doctoral journey","authors":"Maude Brunet","doi":"10.1108/ijmpb-08-2021-0212","DOIUrl":"https://doi.org/10.1108/ijmpb-08-2021-0212","url":null,"abstract":"PurposeThe aims of this paper are to mobilize project management concepts in order to draw parallels with the doctoral project and to share the author’s experience and lessons learned.Design/methodology/approachThis paper is based on a qualitative inquiry using an autoethnographic approach.FindingsThis paper contributes a self-reflexive examination of the doctoral project experience that incites current and future doctoral students and early-career researchers to take advantage of opportunities that make the experience satisfying, lay the foundations of an academic career and help ensure the thesis is completed in a timely and orderly manner.Originality/valueExamining the doctoral project through the lens of one of the highest standards in project management, developed by the Project Management Institute (PMI), this paper enables PhD students in project management and other fields of study to understand the basics of a project and take action to structure their doctoral journey in a way that enhances both their experience and chances of success.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2022-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41752053","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 : 2022-08-04DOI: 10.1108/ijmpb-04-2021-0114
Florence Ellis, S. Amos-Abanyie, T. E. Kwofie, Kofi Amponsah-Kwatiah, Isaac Afranie, C. Aigbavboa
PurposeThough affective commitment has been thought to be critical in team selection, it is yet to be integrated into current models on team selection primarily due to lack of understanding of its contribution to teamwork effectiveness and performance. This study tests the contribution of complementary person team-fit (CF), supplementary person team-fit (SF) and affective commitment (AC) to teamwork effectiveness in construction project teams. By this examination, a theoretical case is made for the inclusion of affective commitment in team selection and deployment in construction project delivery.Design/methodology/approachBy using a deductive questionnaire survey on project team participants and experienced human resource managers in recruitment and team selection in project organizations, structural equation model (SEM) was used to test the contribution of CF, SF and AC parameters to teamwork effectiveness from a total of 105 responses gathered from project team participants in project delivery.FindingsThe SEM revealed that, CF, SF and AC together account for about 81% predictive effect to teamwork effectiveness which is higher than joint effect of CF and SF in existing models in team selection and deployment. By this, it can be affirmed that, in considering CF, SF and AC in an integrated manner in team selection and deployment, higher team effectiveness can be achieved that can stimulate high performing teams and effectiveness in project delivery.Originality/valueThe findings give theoretical assertiveness to extending consideration of competence and values in team selection to embrace affections and commitment to engender effectiveness in teamwork, cohesion, collaboration and performance. This present novel attempts to include affective commitment in teamwork toward higher team effectiveness.
{"title":"Contribution of person-team fit parameters to teamwork effectiveness in construction project teams","authors":"Florence Ellis, S. Amos-Abanyie, T. E. Kwofie, Kofi Amponsah-Kwatiah, Isaac Afranie, C. Aigbavboa","doi":"10.1108/ijmpb-04-2021-0114","DOIUrl":"https://doi.org/10.1108/ijmpb-04-2021-0114","url":null,"abstract":"PurposeThough affective commitment has been thought to be critical in team selection, it is yet to be integrated into current models on team selection primarily due to lack of understanding of its contribution to teamwork effectiveness and performance. This study tests the contribution of complementary person team-fit (CF), supplementary person team-fit (SF) and affective commitment (AC) to teamwork effectiveness in construction project teams. By this examination, a theoretical case is made for the inclusion of affective commitment in team selection and deployment in construction project delivery.Design/methodology/approachBy using a deductive questionnaire survey on project team participants and experienced human resource managers in recruitment and team selection in project organizations, structural equation model (SEM) was used to test the contribution of CF, SF and AC parameters to teamwork effectiveness from a total of 105 responses gathered from project team participants in project delivery.FindingsThe SEM revealed that, CF, SF and AC together account for about 81% predictive effect to teamwork effectiveness which is higher than joint effect of CF and SF in existing models in team selection and deployment. By this, it can be affirmed that, in considering CF, SF and AC in an integrated manner in team selection and deployment, higher team effectiveness can be achieved that can stimulate high performing teams and effectiveness in project delivery.Originality/valueThe findings give theoretical assertiveness to extending consideration of competence and values in team selection to embrace affections and commitment to engender effectiveness in teamwork, cohesion, collaboration and performance. This present novel attempts to include affective commitment in teamwork toward higher team effectiveness.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2022-08-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46307926","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 : 2022-08-03DOI: 10.1108/ijmpb-09-2021-0233
Annika Engström, Anette Johansson, Nina Edh Mirzaei, Kristina Sollander, D. Barry
PurposeThe purpose of this paper is to shed light on different types of knowledge created and how this links to the project design, process, and content.Design/methodology/approachIn this paper the authors investigate participants' experiences from a three-year interactive research project, designed to trigger reflection among the participants. They apply a knowledge creation perspective on experiences expressed by participants as a result of different research project activities.FindingsThe study resulted in five categories of insights with potential for sustainable influence on the participating organizations: an understanding of concepts and theories; an understanding of the impacts of collaborative, reflective work processes; an understanding of the meaning of one's own organizational context; an understanding of the importance of increased organizational self-awareness; and an understanding of the potential for human interaction and communication.Practical implicationsThe author’s findings suggest that it is possible to design a project to promote more profound and sustainable effects on a business beyond the explicit purpose of the project. They advise practitioners to make room for iterative reflection; be mindful to create a trustful and open environment in the team; challenge results with opposing views and theories; and make room for sharing experiences and giving feedback.Originality/valueThis study contributes to unraveling key practices which can nurture conditions for knowledge creation in interactive research projects and business projects alike.
{"title":"Knowledge creation in projects: an interactive research approach for deeper business insight","authors":"Annika Engström, Anette Johansson, Nina Edh Mirzaei, Kristina Sollander, D. Barry","doi":"10.1108/ijmpb-09-2021-0233","DOIUrl":"https://doi.org/10.1108/ijmpb-09-2021-0233","url":null,"abstract":"PurposeThe purpose of this paper is to shed light on different types of knowledge created and how this links to the project design, process, and content.Design/methodology/approachIn this paper the authors investigate participants' experiences from a three-year interactive research project, designed to trigger reflection among the participants. They apply a knowledge creation perspective on experiences expressed by participants as a result of different research project activities.FindingsThe study resulted in five categories of insights with potential for sustainable influence on the participating organizations: an understanding of concepts and theories; an understanding of the impacts of collaborative, reflective work processes; an understanding of the meaning of one's own organizational context; an understanding of the importance of increased organizational self-awareness; and an understanding of the potential for human interaction and communication.Practical implicationsThe author’s findings suggest that it is possible to design a project to promote more profound and sustainable effects on a business beyond the explicit purpose of the project. They advise practitioners to make room for iterative reflection; be mindful to create a trustful and open environment in the team; challenge results with opposing views and theories; and make room for sharing experiences and giving feedback.Originality/valueThis study contributes to unraveling key practices which can nurture conditions for knowledge creation in interactive research projects and business projects alike.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2022-08-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44176203","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}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：