Pub Date : 2022-07-12DOI: 10.1108/ijmpb-12-2021-0329
A. Nawaz, Robert Tian
PurposeThe study exemplifies authentic leadership (AL) and relates it to project success (PS) with the mediating variables of organizational learning (OL) and organizational innovation (OL). None of the existing studies on AL and PS have worked on the mediation of OL and OI on these factors. So far, this paper tries to fill gap between these factors.Design/methodology/approachThe study is done by testing the hypothesis by utilizing the approach of deduction. The tool of data collection utilized is a survey. The methods of data collection involved qualitative techniques as primary approaches of investigation. The study population involves multinational and national companies/organizations working directly or indirectly for CPEC projects. A total of 295 questionnaires were used to gather data from top-level and middle–level management from private or government sector companies working individually or collaboratively on CPEC projects. Out of 295 questionnaires, 35 were rejected for being incomplete, and 260 were further analyzed for research purposes. SPSS and AMOS-21 statistical packages were used for analysis or correlation among variables.FindingsThis study claims the positive impact of AL on PS while the OI and OL play a mediating role.Practical implicationsThis study will add significant literature related to project management. These outcomes gave data on the primary systems of project management that are utilized in the projects or in various organizations to assess the accomplishment of the project with AL, OL and OI.Originality/valueIt has gained popularity in the world of management researchers due to its uniqueness and desirability. This study of AL and PS has been comprehensively deliberate to find the variables that affect them. The idea is to analyze the possible effects of OL and innovation on authentic leaders and the overall PS in the China–Pakistan economic corridor (CPEC).
{"title":"The impact of authentic leadership on project success: the mediating effect of organizational learning and innovation","authors":"A. Nawaz, Robert Tian","doi":"10.1108/ijmpb-12-2021-0329","DOIUrl":"https://doi.org/10.1108/ijmpb-12-2021-0329","url":null,"abstract":"PurposeThe study exemplifies authentic leadership (AL) and relates it to project success (PS) with the mediating variables of organizational learning (OL) and organizational innovation (OL). None of the existing studies on AL and PS have worked on the mediation of OL and OI on these factors. So far, this paper tries to fill gap between these factors.Design/methodology/approachThe study is done by testing the hypothesis by utilizing the approach of deduction. The tool of data collection utilized is a survey. The methods of data collection involved qualitative techniques as primary approaches of investigation. The study population involves multinational and national companies/organizations working directly or indirectly for CPEC projects. A total of 295 questionnaires were used to gather data from top-level and middle–level management from private or government sector companies working individually or collaboratively on CPEC projects. Out of 295 questionnaires, 35 were rejected for being incomplete, and 260 were further analyzed for research purposes. SPSS and AMOS-21 statistical packages were used for analysis or correlation among variables.FindingsThis study claims the positive impact of AL on PS while the OI and OL play a mediating role.Practical implicationsThis study will add significant literature related to project management. These outcomes gave data on the primary systems of project management that are utilized in the projects or in various organizations to assess the accomplishment of the project with AL, OL and OI.Originality/valueIt has gained popularity in the world of management researchers due to its uniqueness and desirability. This study of AL and PS has been comprehensively deliberate to find the variables that affect them. The idea is to analyze the possible effects of OL and innovation on authentic leaders and the overall PS in the China–Pakistan economic corridor (CPEC).","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":"1 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2022-07-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"62753911","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 : 2022-07-01DOI: 10.1108/ijmpb-09-2021-0234
Aimin Wang
PurposeDetecting precursory signals is critical to increasing the resilience of megaprojects to crises. This study aims to investigate key crisis precursors to better apprehend traces of megaproject crises and proactively respond to approaching crises, thereby increasing project resilience.Design/methodology/approachDrawing on the theory of weak signals, 25 potential precursors of megaproject crises are extracted. Using exploratory structural equation modeling (ESEM), four models were tested to identify key crisis precursors based on a questionnaire survey of 168 megaproject participants in China. Analysis of variance (ANOVA) was employed to examine the differences in participants’ perceptions of key crisis precursors.FindingsFour key crisis precursors were identified: Imbalance of Benefits and Costs, Irresponsible and Unqualified Key Participants, Regulatory Mechanisms Lacking Transparency and Flexibility, and Information Uncertainty and Asymmetry. Compared with senior executives, team members think that key crisis precursors related to regulatory mechanisms and key participants are more likely to trigger crises, which affects responsive actions toward detected crisis precursors. The findings help identify problems at an early stage and enable timely intervention to mitigate crises.Research limitations/implicationsDetection of key crisis precursors allows for proactive and targeted actions to mitigate crises. Megaproject development is affected by institutional mechanisms. The influence of institutions on the effectiveness of crisis management needs further investigation.Originality/valueLimited attention has been paid to recognizing precursors of megaproject crises. This study identifies four key crisis precursors by uncovering the interrelationships among potential precursors, which enables rapid adaptation to future crises.
{"title":"An investigation of key precursors of megaproject crises","authors":"Aimin Wang","doi":"10.1108/ijmpb-09-2021-0234","DOIUrl":"https://doi.org/10.1108/ijmpb-09-2021-0234","url":null,"abstract":"PurposeDetecting precursory signals is critical to increasing the resilience of megaprojects to crises. This study aims to investigate key crisis precursors to better apprehend traces of megaproject crises and proactively respond to approaching crises, thereby increasing project resilience.Design/methodology/approachDrawing on the theory of weak signals, 25 potential precursors of megaproject crises are extracted. Using exploratory structural equation modeling (ESEM), four models were tested to identify key crisis precursors based on a questionnaire survey of 168 megaproject participants in China. Analysis of variance (ANOVA) was employed to examine the differences in participants’ perceptions of key crisis precursors.FindingsFour key crisis precursors were identified: Imbalance of Benefits and Costs, Irresponsible and Unqualified Key Participants, Regulatory Mechanisms Lacking Transparency and Flexibility, and Information Uncertainty and Asymmetry. Compared with senior executives, team members think that key crisis precursors related to regulatory mechanisms and key participants are more likely to trigger crises, which affects responsive actions toward detected crisis precursors. The findings help identify problems at an early stage and enable timely intervention to mitigate crises.Research limitations/implicationsDetection of key crisis precursors allows for proactive and targeted actions to mitigate crises. Megaproject development is affected by institutional mechanisms. The influence of institutions on the effectiveness of crisis management needs further investigation.Originality/valueLimited attention has been paid to recognizing precursors of megaproject crises. This study identifies four key crisis precursors by uncovering the interrelationships among potential precursors, which enables rapid adaptation to future crises.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2022-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49261702","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 : 2022-06-28DOI: 10.1108/ijmpb-09-2021-0229
Mogens Frank Mikkelsen, K. Aaltonen
PurposeProject complexity has been researched much. The majority of publication is searching for law-like relations or development of descriptive frameworks. More prescriptive knowledge is needed to guide the project managers in navigating the project complexity in project managers' pursuit of success. Identifying the complexities of a given project is a real-world problem for project managers (Mikkelsen et al., 2021). The purpose of the paper is to investigate the research of prescriptive knowledge on the management of project complexity.Design/methodology/approachBased on a longitudinally case study, this paper uses Action Design Research (Sein et al., 2011) (ADR) to research the management of project stakeholder complexity. ADR is a variation of action research (AR) with inspiration from design science (Hevner et al., 2004) where an artifact is designed to solve a real-world problem. In this case study, an information system was configured in collaboration with the project managers of the recipient organization.FindingsThe findings from the research project are presented using the affordance theory (Gibson, 1977) as a framing concept and give special attention the affordance perception (Pozzi et al., 2014). Among the project managers, who were very engaged in the co-design, the majority refrained from activating the information system and got the outside view from the stakeholders. Interviews afterward identified “fear of bad project ratings from the stakeholder” as the main course of resistance to deploy the surveying information system.Originality/valueThe paper contributes on two levels. The paper presents a novel approach to researching project complexity based on engaging the stakeholder in generating a common perception of the ongoing state of the projects. The paper also contributes insights into reasons for reluctance on the part of the participants (the project managers) of the recipient organization and hereby adds to the understanding of the organizational change aspect of AR in the research of project management. The paper concludes with the identified benefits of using ADR in research on project complexity management and gives recommendations for future research.
目的对项目复杂性进行了大量研究。大多数出版物都在寻找类似法律的关系或描述框架的发展。在项目经理追求成功的过程中，需要更多的规范性知识来指导项目经理驾驭项目复杂性。识别给定项目的复杂性对项目经理来说是一个现实世界的问题（Mikkelsen等人，2021）。本文的目的是研究规范性知识对项目复杂性管理的影响。设计/方法论/方法基于纵向案例研究，本文使用行动设计研究（Sein et al.，2011）（ADR）来研究项目利益相关者复杂性的管理。ADR是行动研究（AR）的一种变体，其灵感来自设计科学（Hevner et al.，2004），在设计科学中，人工制品是为了解决现实世界中的问题。在本案例研究中，与受援国组织的项目经理合作配置了一个信息系统。发现研究项目的发现是使用可供性理论（Gibson，1977）作为框架概念提出的，并特别关注可供性感知（Pozzi et al.，2014）。在参与联合设计的项目经理中，大多数人没有激活信息系统，而是从利益相关者那里获得了外部视角。随后的采访确定，“担心利益相关者对项目评级不佳”是抵制部署调查信息系统的主要原因。这篇论文在两个层面上做出了贡献。本文提出了一种研究项目复杂性的新方法，该方法基于让利益相关者对项目的进行状态产生共同的看法。本文还深入了解了接受组织的参与者（项目经理）不情愿的原因，从而增加了对项目管理研究中AR组织变革方面的理解。文章最后指出了在项目复杂性管理研究中使用ADR的好处，并对未来的研究提出了建议。
{"title":"IT-enabled management of project complexity – An Action Design Research project","authors":"Mogens Frank Mikkelsen, K. Aaltonen","doi":"10.1108/ijmpb-09-2021-0229","DOIUrl":"https://doi.org/10.1108/ijmpb-09-2021-0229","url":null,"abstract":"PurposeProject complexity has been researched much. The majority of publication is searching for law-like relations or development of descriptive frameworks. More prescriptive knowledge is needed to guide the project managers in navigating the project complexity in project managers' pursuit of success. Identifying the complexities of a given project is a real-world problem for project managers (Mikkelsen et al., 2021). The purpose of the paper is to investigate the research of prescriptive knowledge on the management of project complexity.Design/methodology/approachBased on a longitudinally case study, this paper uses Action Design Research (Sein et al., 2011) (ADR) to research the management of project stakeholder complexity. ADR is a variation of action research (AR) with inspiration from design science (Hevner et al., 2004) where an artifact is designed to solve a real-world problem. In this case study, an information system was configured in collaboration with the project managers of the recipient organization.FindingsThe findings from the research project are presented using the affordance theory (Gibson, 1977) as a framing concept and give special attention the affordance perception (Pozzi et al., 2014). Among the project managers, who were very engaged in the co-design, the majority refrained from activating the information system and got the outside view from the stakeholders. Interviews afterward identified “fear of bad project ratings from the stakeholder” as the main course of resistance to deploy the surveying information system.Originality/valueThe paper contributes on two levels. The paper presents a novel approach to researching project complexity based on engaging the stakeholder in generating a common perception of the ongoing state of the projects. The paper also contributes insights into reasons for reluctance on the part of the participants (the project managers) of the recipient organization and hereby adds to the understanding of the organizational change aspect of AR in the research of project management. The paper concludes with the identified benefits of using ADR in research on project complexity management and gives recommendations for future research.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2022-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42294525","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 : 2022-06-28DOI: 10.1108/ijmpb-07-2021-0183
W. Fernández, G. Klein, James J. Jiang, Rasheed M. Khan
PurposeDiscover how organizations effectively integrate the temporary program outputs into the permanent organization.Design/methodology/approachA grounded theory approach deriving knowledge from interviews, field observations and documentary evidence.FindingsA network of actors integrates the multiteam program system into the overall organization, generating alternate political and implementation impetus.Research limitations/implicationsThe paper significantly contributes to the literature of IT-enabled programs by surfacing processes, mechanisms and structures that simultaneously address extant concerns in the program management literature.Practical implicationsThe directives of current research and program standards of professional societies identify an individual responsible for integrating the program output into the organization. The study indicates greater autonomy on the responsible actor requiring adjusting to changing stakeholder groups.Originality/valueThe authors add a missing link in understanding how programs can institute effective work structures to address emerging program conflicts and issues, suggesting strategies to foster interaction between temporary and permanent organizations.
{"title":"Integration networks in IT-enabled transformation programs","authors":"W. Fernández, G. Klein, James J. Jiang, Rasheed M. Khan","doi":"10.1108/ijmpb-07-2021-0183","DOIUrl":"https://doi.org/10.1108/ijmpb-07-2021-0183","url":null,"abstract":"PurposeDiscover how organizations effectively integrate the temporary program outputs into the permanent organization.Design/methodology/approachA grounded theory approach deriving knowledge from interviews, field observations and documentary evidence.FindingsA network of actors integrates the multiteam program system into the overall organization, generating alternate political and implementation impetus.Research limitations/implicationsThe paper significantly contributes to the literature of IT-enabled programs by surfacing processes, mechanisms and structures that simultaneously address extant concerns in the program management literature.Practical implicationsThe directives of current research and program standards of professional societies identify an individual responsible for integrating the program output into the organization. The study indicates greater autonomy on the responsible actor requiring adjusting to changing stakeholder groups.Originality/valueThe authors add a missing link in understanding how programs can institute effective work structures to address emerging program conflicts and issues, suggesting strategies to foster interaction between temporary and permanent organizations.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2022-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42693236","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 : 2022-06-07DOI: 10.1108/ijmpb-09-2021-0259
R. Wagner, M. Huemann, M. Radujković
PurposeThis paper aims to provide insights into the role of project management associations for the projectification of society from an institutional theory perspective.Design/methodology/approachThe paper is based on a mixed methods approach. It draws on the research propositions of a recently conducted qualitative study and builds on them by analyzing the empirical data of a quantitative case study.FindingsThe results indicate that the projectification of society in Germany is well advanced and continues growing. The economy plays a leading role, which resonates with other sectors of society. The actions of project management associations have only an indirect influence on the projectification of society, which cultural–cognitive institutions are mediating. Both findings are novel compared to the literature.Practical implicationsTaking an overall view of the findings, project management associations gain a better understanding of the projectification process and important guidance on their role.Social implicationsThe results offer all people interested intriguing insights into the contemporary phenomenon of the projectification of society, along with its current state and future evolution.Originality/valueThe application of institutional theory to the projectification of society in the framework of this case study enables an in-depth analysis of the underlying social processes and interactions between the regulative, normative and cultural–cognitive activities of project management associations on the one hand, and institutions on the other hand, at the societal level. This opens up new and promising perspectives for further research.
{"title":"An institutional theory perspective on the role of project management associations for projectification of society: the case of Germany","authors":"R. Wagner, M. Huemann, M. Radujković","doi":"10.1108/ijmpb-09-2021-0259","DOIUrl":"https://doi.org/10.1108/ijmpb-09-2021-0259","url":null,"abstract":"PurposeThis paper aims to provide insights into the role of project management associations for the projectification of society from an institutional theory perspective.Design/methodology/approachThe paper is based on a mixed methods approach. It draws on the research propositions of a recently conducted qualitative study and builds on them by analyzing the empirical data of a quantitative case study.FindingsThe results indicate that the projectification of society in Germany is well advanced and continues growing. The economy plays a leading role, which resonates with other sectors of society. The actions of project management associations have only an indirect influence on the projectification of society, which cultural–cognitive institutions are mediating. Both findings are novel compared to the literature.Practical implicationsTaking an overall view of the findings, project management associations gain a better understanding of the projectification process and important guidance on their role.Social implicationsThe results offer all people interested intriguing insights into the contemporary phenomenon of the projectification of society, along with its current state and future evolution.Originality/valueThe application of institutional theory to the projectification of society in the framework of this case study enables an in-depth analysis of the underlying social processes and interactions between the regulative, normative and cultural–cognitive activities of project management associations on the one hand, and institutions on the other hand, at the societal level. This opens up new and promising perspectives for further research.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2022-06-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47198618","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 : 2022-06-06DOI: 10.1108/ijmpb-02-2022-0035
D. Walker, Paulo Vaz Serra, P. Love
PurposePrice reliability for complex and highly complicated infrastructure projects is problematic. Traditional project delivery approaches generally fail in achieving targeted end cost reliability. However, integrated project delivery (and particularly Alliancing), develop a far more reliable and robust project delivery plan and outturn time-cost targets. This paper aims to explore why this may be the case.Design/methodology/approachThis case study investigated the project design, planning, cost/time estimation approach and how risk/uncertainty was dealt with. Five senior project delivery experts from an organisation that delivers multi-billion-dollar infrastructure projects in Australia were interviewed. These five experts collectively had 100+ cross-disciplinary experience years delivering complex infrastructure projects.FindingsAlliancing adopts a radically different approach to project design, time/cost planning and risk assessment and management to traditional project delivery approaches. Key findings explain how the project alliance agreement designs-in processes that maximises team integration and collaboration. Analysis concludes that design thinking is used to craft and shape collaborative behaviours and project governance. Additionally, including project owner and facilities operator representatives in the project team adds valuable insights, expertise and knowledge contributing to planning reliability.Research limitations/implicationsThis study is exploratory and focussed on complex infrastructure projects so findings cannot be generalised.Practical implicationsWe unpack Alliancing processes that develop the target outturn cost plan, comprising a holistic and realistic plan to design a project to meet expected project outcomes. This case study may serve as an exemplar for complex project delivery.Social implicationsThis paper illustrates how Alliancing more effectively delivers best value than traditional procurement approaches through its TOC-TAE processes.Originality/valueThe paper contributes to the scant existing academic literature analysing these processes. Its novel contribution is explaining how Alliancing treats unexpected events that in traditional delivery forms trigger expensive and time-energy-wasting disputation. This case study may serve as an exemplar for complex project delivery.
{"title":"Improved reliability in planning large-scale infrastructure project delivery through Alliancing","authors":"D. Walker, Paulo Vaz Serra, P. Love","doi":"10.1108/ijmpb-02-2022-0035","DOIUrl":"https://doi.org/10.1108/ijmpb-02-2022-0035","url":null,"abstract":"PurposePrice reliability for complex and highly complicated infrastructure projects is problematic. Traditional project delivery approaches generally fail in achieving targeted end cost reliability. However, integrated project delivery (and particularly Alliancing), develop a far more reliable and robust project delivery plan and outturn time-cost targets. This paper aims to explore why this may be the case.Design/methodology/approachThis case study investigated the project design, planning, cost/time estimation approach and how risk/uncertainty was dealt with. Five senior project delivery experts from an organisation that delivers multi-billion-dollar infrastructure projects in Australia were interviewed. These five experts collectively had 100+ cross-disciplinary experience years delivering complex infrastructure projects.FindingsAlliancing adopts a radically different approach to project design, time/cost planning and risk assessment and management to traditional project delivery approaches. Key findings explain how the project alliance agreement designs-in processes that maximises team integration and collaboration. Analysis concludes that design thinking is used to craft and shape collaborative behaviours and project governance. Additionally, including project owner and facilities operator representatives in the project team adds valuable insights, expertise and knowledge contributing to planning reliability.Research limitations/implicationsThis study is exploratory and focussed on complex infrastructure projects so findings cannot be generalised.Practical implicationsWe unpack Alliancing processes that develop the target outturn cost plan, comprising a holistic and realistic plan to design a project to meet expected project outcomes. This case study may serve as an exemplar for complex project delivery.Social implicationsThis paper illustrates how Alliancing more effectively delivers best value than traditional procurement approaches through its TOC-TAE processes.Originality/valueThe paper contributes to the scant existing academic literature analysing these processes. Its novel contribution is explaining how Alliancing treats unexpected events that in traditional delivery forms trigger expensive and time-energy-wasting disputation. This case study may serve as an exemplar for complex project delivery.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2022-06-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44398147","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 : 2022-05-31DOI: 10.1108/ijmpb-04-2021-0085
Laura Saukko, K. Aaltonen, H. Haapasalo
PurposeThe purpose of this paper is to define the integration capability dimensions and create a model for self-assessing the integration capability in inter-organizational projects.Design/methodology/approachA theoretical construct of, referred in this study as integration capability framework is elaborated following a systematic literature review. Thereafter, an integration capability self-assessment model, based on maturity thinking, is derived from the theoretical framework. The self-assessment model is further developed and tested for validity within five inter-organizational project networks in cooperation with industry practitioners, representing construction, industrial engineering, and mining sectors.FindingsThe results show that inter-organizational projects can use the developed model in self-assessing the maturity levels of various integration mechanisms, thus the state of integration capability at any point in time during inter-organizational projects.Originality/valueThis study is an attempt to identify how the integration capability dimensions can be self-assessed in inter-organizational projects, through the maturity levels of various integration mechanisms. The results offer insights for both academics and project management practitioners.
{"title":"Defining integration capability dimensions and creating a corresponding self-assessment model for inter-organizational projects","authors":"Laura Saukko, K. Aaltonen, H. Haapasalo","doi":"10.1108/ijmpb-04-2021-0085","DOIUrl":"https://doi.org/10.1108/ijmpb-04-2021-0085","url":null,"abstract":"PurposeThe purpose of this paper is to define the integration capability dimensions and create a model for self-assessing the integration capability in inter-organizational projects.Design/methodology/approachA theoretical construct of, referred in this study as integration capability framework is elaborated following a systematic literature review. Thereafter, an integration capability self-assessment model, based on maturity thinking, is derived from the theoretical framework. The self-assessment model is further developed and tested for validity within five inter-organizational project networks in cooperation with industry practitioners, representing construction, industrial engineering, and mining sectors.FindingsThe results show that inter-organizational projects can use the developed model in self-assessing the maturity levels of various integration mechanisms, thus the state of integration capability at any point in time during inter-organizational projects.Originality/valueThis study is an attempt to identify how the integration capability dimensions can be self-assessed in inter-organizational projects, through the maturity levels of various integration mechanisms. The results offer insights for both academics and project management practitioners.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2022-05-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49175731","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 : 2022-05-27DOI: 10.1108/ijmpb-11-2021-0294
Umer Zaman, Nadja Damij, Aisha Khaliq, M. Nawaz, M. Pradana
PurposeProject managers are under a never-ending pressure to demonstrate the expected value of projects to the project sponsors; however, in most cases, project managers fail to realize this strategic value due to the loopholes left in project governance throughout various stages of the project life cycle. Furthermore, another root cause of project failure might be linked to an exceedingly self-interested project leader who is exploitative of his/her team. This is a recurring yet still unexplored aspect of destructive leadership that requires attention from the scientific community as well as practitioners. Hence, the present study explored the relationship between project governance and information and communication technology (ICT) project success, as well as the moderating effects of exploitative leadership on this relationship.Design/methodology/approachWith this aim, 357 responses were collected from project professionals in the emerging ICT industry in Pakistan, and the results were analyzed using structural equation modeling (SEM) with partial least squares (PLS).FindingsThe findings provide new evidence that project governance significantly improves project success opportunities in the ICT industry; however, this relationship is negatively moderated by exploitative leadership.Originality/valueThe study findings extend the project leadership literature by uncovering the influence of the dark side of project leadership (i.e. exploitative leadership), in addition to revalidating the impact of project governance on project success through a multi-dimensional context.
{"title":"Feeling “holier than thou”: exploring the critical nexus between project governance, exploitative leadership and multi-dimensional success in ICT projects","authors":"Umer Zaman, Nadja Damij, Aisha Khaliq, M. Nawaz, M. Pradana","doi":"10.1108/ijmpb-11-2021-0294","DOIUrl":"https://doi.org/10.1108/ijmpb-11-2021-0294","url":null,"abstract":"PurposeProject managers are under a never-ending pressure to demonstrate the expected value of projects to the project sponsors; however, in most cases, project managers fail to realize this strategic value due to the loopholes left in project governance throughout various stages of the project life cycle. Furthermore, another root cause of project failure might be linked to an exceedingly self-interested project leader who is exploitative of his/her team. This is a recurring yet still unexplored aspect of destructive leadership that requires attention from the scientific community as well as practitioners. Hence, the present study explored the relationship between project governance and information and communication technology (ICT) project success, as well as the moderating effects of exploitative leadership on this relationship.Design/methodology/approachWith this aim, 357 responses were collected from project professionals in the emerging ICT industry in Pakistan, and the results were analyzed using structural equation modeling (SEM) with partial least squares (PLS).FindingsThe findings provide new evidence that project governance significantly improves project success opportunities in the ICT industry; however, this relationship is negatively moderated by exploitative leadership.Originality/valueThe study findings extend the project leadership literature by uncovering the influence of the dark side of project leadership (i.e. exploitative leadership), in addition to revalidating the impact of project governance on project success through a multi-dimensional context.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2022-05-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45920349","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 : 2022-05-20DOI: 10.1108/ijmpb-06-2022-390
N. Drouin, Vedran Zerjav, S. Sankaran, Marie-Andrée Caron
[...]with the pandemic, additional health protection measures are required on job sites, and the social dimensions must be taken into consideration more than usual, which means that project costs and turnaround times must be reviewed. The first paper on Prioritizing risks with composition of probabilistic preferences and weighting of FMEA criteria for fast decision-making in complex scenarios by Fábio Henrique de Souza, Luiz Octávio Gavião, Annibal Parracho Sant'Anna and Gilson B.A. Lima aims to develop a risk prioritization process using failure mode and effect analysis (FMEA) in association with composition of probabilistic preferences (CPPs) and weighting the risk analysis criteria. The last paper of the Special Issue, Energy Justice Issues in renewable energy mega projects: implications for a socioeconomic evaluation of megaprojects by Shankar Sankaran, Stewart Clegg, Nathalie Drouin and Ralf Müller, focuses on stakeholder issues created by large-scale solar and wind farms being built to keep pace with United Nations Sustainable Development Goal 7 focused on clean affordable energy.
[…]由于大流行病，需要在工作场所采取额外的卫生保护措施，而且必须比平时更多地考虑社会层面，这意味着必须审查项目成本和周转时间。由Fábio Henrique de Souza, Luiz Octávio gavi o, Annibal Parracho Sant'Anna和Gilson ba . Lima撰写的第一篇关于通过概率偏好组合和FMEA标准加权来确定风险优先级的论文旨在利用失效模式和效果分析(FMEA)与概率偏好组合(CPPs)和加权风险分析标准来开发风险优先级流程。特刊的最后一篇论文《可再生能源大型项目中的能源正义问题:对大型项目的社会经济评估的影响》由尚卡尔·桑卡兰、斯图尔特·克莱格、纳塔莉·德鲁因和拉尔夫·米勒撰写，重点关注为实现联合国可持续发展目标7(清洁可负担能源)而建设的大型太阳能和风力发电场所带来的利益相关者问题。
{"title":"Guest editorial: Rethinking infrastructure projects for the new normal","authors":"N. Drouin, Vedran Zerjav, S. Sankaran, Marie-Andrée Caron","doi":"10.1108/ijmpb-06-2022-390","DOIUrl":"https://doi.org/10.1108/ijmpb-06-2022-390","url":null,"abstract":"[...]with the pandemic, additional health protection measures are required on job sites, and the social dimensions must be taken into consideration more than usual, which means that project costs and turnaround times must be reviewed. The first paper on Prioritizing risks with composition of probabilistic preferences and weighting of FMEA criteria for fast decision-making in complex scenarios by Fábio Henrique de Souza, Luiz Octávio Gavião, Annibal Parracho Sant'Anna and Gilson B.A. Lima aims to develop a risk prioritization process using failure mode and effect analysis (FMEA) in association with composition of probabilistic preferences (CPPs) and weighting the risk analysis criteria. The last paper of the Special Issue, Energy Justice Issues in renewable energy mega projects: implications for a socioeconomic evaluation of megaprojects by Shankar Sankaran, Stewart Clegg, Nathalie Drouin and Ralf Müller, focuses on stakeholder issues created by large-scale solar and wind farms being built to keep pace with United Nations Sustainable Development Goal 7 focused on clean affordable energy.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2022-05-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43749391","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 : 2022-05-17DOI: 10.1108/ijmpb-11-2021-0313
Rehab Iftikhar, Catherine Lions
PurposeThe paper aims at identifying knowledge sharing barriers and enablers in an interorganizational setting at different levels of units. For this purpose, the interorganizational setting of Peshawar Bus Rapid Transit project in Pakistan is examined.Design/methodology/approachThis study adopts an exploratory single case study approach. The empirical data comprise semi-structured interviews and archival documents. Thematic analysis is used for analyzing the data.FindingsThe findings identify distinct knowledge sharing barriers and enablers at different level of units (individual, team, organizational and interorganizational). Based on the findings, an integrative framework of knowledge sharing barriers, enablers, and levels of units is proposed. Furthermore, the findings provide guidance to managers as the findings show how different knowledge sharing barriers and enablers are important at different levels of units.Originality/valueThis study novelty lies in determining separate sets of knowledge sharing barriers and enablers at different level of units in an interorganizational project. This study contributes to the literature on knowledge sharing by studying an interorganizational project.
{"title":"Interorganizational knowledge sharing barriers and enablers: the case of Peshawar Bus Rapid Transit project","authors":"Rehab Iftikhar, Catherine Lions","doi":"10.1108/ijmpb-11-2021-0313","DOIUrl":"https://doi.org/10.1108/ijmpb-11-2021-0313","url":null,"abstract":"PurposeThe paper aims at identifying knowledge sharing barriers and enablers in an interorganizational setting at different levels of units. For this purpose, the interorganizational setting of Peshawar Bus Rapid Transit project in Pakistan is examined.Design/methodology/approachThis study adopts an exploratory single case study approach. The empirical data comprise semi-structured interviews and archival documents. Thematic analysis is used for analyzing the data.FindingsThe findings identify distinct knowledge sharing barriers and enablers at different level of units (individual, team, organizational and interorganizational). Based on the findings, an integrative framework of knowledge sharing barriers, enablers, and levels of units is proposed. Furthermore, the findings provide guidance to managers as the findings show how different knowledge sharing barriers and enablers are important at different levels of units.Originality/valueThis study novelty lies in determining separate sets of knowledge sharing barriers and enablers at different level of units in an interorganizational project. This study contributes to the literature on knowledge sharing by studying an interorganizational project.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2022-05-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46953448","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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