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