Pub Date : 2024-08-10DOI: 10.1177/87569728241270572
Ata ul Musawir
This article examines the principal–agent framework in the context of projects and contrasts it with its corporate governance roots. Drawing on the theory of the firm as a nexus of contracts, it conceptualizes organizations and projects as nexuses of multilevel, intra- and interorganizational, principal–principal, and principal–agent relationships. Subsequently, the characteristics of the nexus of relationships in corporations are contrasted with those in three project archetypes, and the implications for project governance are discussed. This article highlights that the principal–agent framework offers fertile avenues for further research and advocates for a concerted effort to indigenize the framework to the project context.
{"title":"Revisiting the Principal–Agent Framework in the Context of Projects: Drawing Parallels with Corporate Governance","authors":"Ata ul Musawir","doi":"10.1177/87569728241270572","DOIUrl":"https://doi.org/10.1177/87569728241270572","url":null,"abstract":"This article examines the principal–agent framework in the context of projects and contrasts it with its corporate governance roots. Drawing on the theory of the firm as a nexus of contracts, it conceptualizes organizations and projects as nexuses of multilevel, intra- and interorganizational, principal–principal, and principal–agent relationships. Subsequently, the characteristics of the nexus of relationships in corporations are contrasted with those in three project archetypes, and the implications for project governance are discussed. This article highlights that the principal–agent framework offers fertile avenues for further research and advocates for a concerted effort to indigenize the framework to the project context.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":null,"pages":null},"PeriodicalIF":5.1,"publicationDate":"2024-08-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141920314","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-08DOI: 10.1177/87569728241267736
Muhammad Saleem Sumbal, Awais Ahmed, Adeel Tariq, Muhammad Mustafa Raziq, Beenish Tariq
This study explores the antecedents of knowledge utilization, specifically tacit knowledge, leading to improvisation in rescue projects confronted with turbulent situations. We used semistructured interviews and observations to collect data in a large public-sector rescue organization. Findings reveal that improvisation is an essential part of projects in turbulent situations bounded by time limitations; resource constraint factors, such as lack of technology, information, resources, and rugged terrains; and collectivistic societal and cultural issues. Rescue workers improvise through sensemaking, problem identification, and tacit knowledge utilization to handle emergencies.
{"title":"Improvisation in Turbulent Environments: An Exploratory Case Study of a Rescue Projects Organization","authors":"Muhammad Saleem Sumbal, Awais Ahmed, Adeel Tariq, Muhammad Mustafa Raziq, Beenish Tariq","doi":"10.1177/87569728241267736","DOIUrl":"https://doi.org/10.1177/87569728241267736","url":null,"abstract":"This study explores the antecedents of knowledge utilization, specifically tacit knowledge, leading to improvisation in rescue projects confronted with turbulent situations. We used semistructured interviews and observations to collect data in a large public-sector rescue organization. Findings reveal that improvisation is an essential part of projects in turbulent situations bounded by time limitations; resource constraint factors, such as lack of technology, information, resources, and rugged terrains; and collectivistic societal and cultural issues. Rescue workers improvise through sensemaking, problem identification, and tacit knowledge utilization to handle emergencies.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":null,"pages":null},"PeriodicalIF":5.1,"publicationDate":"2024-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141927810","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-06DOI: 10.1177/87569728241270578
Marco Terenzi, Giorgio Locatelli, Graham M. Winch
Projects are essential for the net-zero transition, yet the project studies literature largely ignores net-zero transition and net-zero projects. We argue that projects are vectors of change enabling the transition toward net-zero sociotechnical systems. Leveraging a systematic literature review, we identify four types of net-zero projects: (1) new assets; (2) upgrade assets; (3) behavioral intervention; and (4) Research, Development, and Demonstration (RDD). We present how “net-zero projects” can enable the transition of sociotechnical systems toward net-zero, reducing emission intensity or quantity. Finally, we underline the heterogeneity of net-zero projects in terms of complexity, barriers, benefits realization time span, and complementarities.
{"title":"Projects as Vectors of Change: A Transition Toward Net-Zero Sociotechnical Systems","authors":"Marco Terenzi, Giorgio Locatelli, Graham M. Winch","doi":"10.1177/87569728241270578","DOIUrl":"https://doi.org/10.1177/87569728241270578","url":null,"abstract":"Projects are essential for the net-zero transition, yet the project studies literature largely ignores net-zero transition and net-zero projects. We argue that projects are vectors of change enabling the transition toward net-zero sociotechnical systems. Leveraging a systematic literature review, we identify four types of net-zero projects: (1) new assets; (2) upgrade assets; (3) behavioral intervention; and (4) Research, Development, and Demonstration (RDD). We present how “net-zero projects” can enable the transition of sociotechnical systems toward net-zero, reducing emission intensity or quantity. Finally, we underline the heterogeneity of net-zero projects in terms of complexity, barriers, benefits realization time span, and complementarities.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":null,"pages":null},"PeriodicalIF":5.0,"publicationDate":"2024-08-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141946994","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-06DOI: 10.1177/87569728241265927
Nina Trauernicht, Jan Braaksma, Willem Haanstra, Leo A.M. van Dongen
Interorganizational transportation projects are increasingly difficult to manage because of a need to coordinate complex interdependencies pertaining to railway organizations with increasing levels of connectedness. In this article, the perceived dynamics of coordination mechanisms in the decision-making processes of interorganizational projects of the Dutch railway system are investigated. The results of this study suggest that the perceived effectiveness of interorganizational decision-making can be positively impacted during the pre-project phase, by emphasizing relational coordination. A reinforcing relationship between trust and mutual understanding among stakeholders by means of relational coordination mechanisms is one explored explanation.
{"title":"The Impacts on Interorganizational Project Coordination: A Multiple Case Study on Large Railway Projects","authors":"Nina Trauernicht, Jan Braaksma, Willem Haanstra, Leo A.M. van Dongen","doi":"10.1177/87569728241265927","DOIUrl":"https://doi.org/10.1177/87569728241265927","url":null,"abstract":"Interorganizational transportation projects are increasingly difficult to manage because of a need to coordinate complex interdependencies pertaining to railway organizations with increasing levels of connectedness. In this article, the perceived dynamics of coordination mechanisms in the decision-making processes of interorganizational projects of the Dutch railway system are investigated. The results of this study suggest that the perceived effectiveness of interorganizational decision-making can be positively impacted during the pre-project phase, by emphasizing relational coordination. A reinforcing relationship between trust and mutual understanding among stakeholders by means of relational coordination mechanisms is one explored explanation.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":null,"pages":null},"PeriodicalIF":5.0,"publicationDate":"2024-08-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141946995","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-08-02DOI: 10.1177/87569728241270600
Saeedeh Shafiee Kristensen, Sara Shafiee
This article tested a moderated mediation process to explain the relationships between diversity-based predictors with team learning via shared leadership. Based on data from 183 members of 27 intraorganizational projects teams embedded in a large Danish company as the permanent organization, we show the varying effects of functional and hierarchical power diversity on shared leadership, respectively moderated by transactive memory systems within project teams and the empowering leadership in the permanent organization. Additionally, the psychological safety within the permanent organization strengthens the positive relationship between shared leadership and team learning within project teams. Theoretical and practical implications are discussed.
{"title":"Diversity and Team Learning in Intraorganizational Project Teams: The Mediating Role of Shared Leadership","authors":"Saeedeh Shafiee Kristensen, Sara Shafiee","doi":"10.1177/87569728241270600","DOIUrl":"https://doi.org/10.1177/87569728241270600","url":null,"abstract":"This article tested a moderated mediation process to explain the relationships between diversity-based predictors with team learning via shared leadership. Based on data from 183 members of 27 intraorganizational projects teams embedded in a large Danish company as the permanent organization, we show the varying effects of functional and hierarchical power diversity on shared leadership, respectively moderated by transactive memory systems within project teams and the empowering leadership in the permanent organization. Additionally, the psychological safety within the permanent organization strengthens the positive relationship between shared leadership and team learning within project teams. Theoretical and practical implications are discussed.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":null,"pages":null},"PeriodicalIF":5.0,"publicationDate":"2024-08-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141885304","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-07-26DOI: 10.1177/87569728241266938
Joana Geraldi, Giorgio Locatelli, Giacomo Dei, Jonas Söderlund, Stewart Clegg
We reflect on AI's implications for management and organization research. Advanced language models like ChatGPT can analyze large datasets and generate human-like text, potentially disrupting academic research and knowledge production. While potentially helpful, the technology evokes concerns about, for example, inaccuracies and accountability, inadvertent plagiarism, and confidentiality breaches. We also reflect on potential systemic consequences such as the erosion of creativity, analytical thinking, and the human voice. Overall, our stance is cautious optimism. We require full disclosure regarding AI's role in research, and advocate for maintaining human oversight and critical engagement with AI to preserve the integrity and originality of academic work.
{"title":"AI for Management and Organization Research: Examples and Reflections from Project Studies","authors":"Joana Geraldi, Giorgio Locatelli, Giacomo Dei, Jonas Söderlund, Stewart Clegg","doi":"10.1177/87569728241266938","DOIUrl":"https://doi.org/10.1177/87569728241266938","url":null,"abstract":"We reflect on AI's implications for management and organization research. Advanced language models like ChatGPT can analyze large datasets and generate human-like text, potentially disrupting academic research and knowledge production. While potentially helpful, the technology evokes concerns about, for example, inaccuracies and accountability, inadvertent plagiarism, and confidentiality breaches. We also reflect on potential systemic consequences such as the erosion of creativity, analytical thinking, and the human voice. Overall, our stance is cautious optimism. We require full disclosure regarding AI's role in research, and advocate for maintaining human oversight and critical engagement with AI to preserve the integrity and originality of academic work.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":null,"pages":null},"PeriodicalIF":5.0,"publicationDate":"2024-07-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141778401","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-07-26DOI: 10.1177/87569728241268523
Kai Liu, Yuanyuan Kou, Yuming Liu, Xiaoxu Yang
A conceptual framework has been formulated based on an extensive literature review to elucidate the formation mechanism of construction safety resilience. The hypotheses of the construction safety resilience model are statistically validated using questionnaires collected from 361 respondents with experience in railway infrastructure construction projects. The results indicate that both internal and external factors have a positive effect on construction safety resilience. Internal factors play a partially mediating role between external factors and construction safety resilience. Furthermore, it was observed that construction safety risk uncertainty and informatization level moderate the relationships among internal factors, external factors, and construction safety resilience.
{"title":"The Formation Mechanism of Construction Safety Resilience in Railway Infrastructure Projects","authors":"Kai Liu, Yuanyuan Kou, Yuming Liu, Xiaoxu Yang","doi":"10.1177/87569728241268523","DOIUrl":"https://doi.org/10.1177/87569728241268523","url":null,"abstract":"A conceptual framework has been formulated based on an extensive literature review to elucidate the formation mechanism of construction safety resilience. The hypotheses of the construction safety resilience model are statistically validated using questionnaires collected from 361 respondents with experience in railway infrastructure construction projects. The results indicate that both internal and external factors have a positive effect on construction safety resilience. Internal factors play a partially mediating role between external factors and construction safety resilience. Furthermore, it was observed that construction safety risk uncertainty and informatization level moderate the relationships among internal factors, external factors, and construction safety resilience.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":null,"pages":null},"PeriodicalIF":5.0,"publicationDate":"2024-07-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141778402","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-07-23DOI: 10.1177/87569728241262222
Xu Ren, Siyi Xu, Jin Yu, Fanghong Lin
Facilitating project teams and members’ adaptive performance is becoming increasingly important in times of crisis. This study establishes a multilevel model investigating how project managers’ psychological resilience influences adaptive performance. The researchers collected questionnaires from 59 project managers and 529 team members, respectively, to conduct empirical analysis. Findings validate the positive effect that project managers’ psychological resilience has on adaptive performance, the mediating impact of positive emotions, and the boundary role of stakeholder support. This study provides valuable practical suggestions on project management in crises.
{"title":"The Impact of Project Managers’ Psychological Resilience on Adaptive Performance: A Multilevel Model","authors":"Xu Ren, Siyi Xu, Jin Yu, Fanghong Lin","doi":"10.1177/87569728241262222","DOIUrl":"https://doi.org/10.1177/87569728241262222","url":null,"abstract":"Facilitating project teams and members’ adaptive performance is becoming increasingly important in times of crisis. This study establishes a multilevel model investigating how project managers’ psychological resilience influences adaptive performance. The researchers collected questionnaires from 59 project managers and 529 team members, respectively, to conduct empirical analysis. Findings validate the positive effect that project managers’ psychological resilience has on adaptive performance, the mediating impact of positive emotions, and the boundary role of stakeholder support. This study provides valuable practical suggestions on project management in crises.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":null,"pages":null},"PeriodicalIF":5.0,"publicationDate":"2024-07-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141778410","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-07-23DOI: 10.1177/87569728241264507
Maxim Miterev, Mats Engwall
This article analyzes how firms can enable their innovation strategies through projects under various conditions. Previous research has identified an array of project-related means, such as explorative projects, project lineages, and ambidextrous programs, by which firms aim to realize their long-term innovation goals. These approaches, although powerful, are primarily focal firm-centered; address product-, platform-, and business-model levels; and tend to draw heavily on the firm’s resources and coordination efforts. However, systemic transitions are characterized by complex and unforeseen redefinitions of organizational and industrial boundaries, which require mobilization of resources by multiple actors, prompting firms to engage in time-limited experimental networks. This article introduces this concept to project studies and juxtaposes it with the key extant project-based concepts for enabling innovation by scrutinizing their definitions, intended scope of innovation, locus of attention, and coordination principles. Consequently, it draws attention to the importance of interorganizational aspects when facing a systemic transition and contributes to an emerging debate on the linkages among project studies, innovation management, and sociotechnical transitions.
{"title":"Experimental Networks: A Missing Link in Facilitating Systemic Transitions Through Projects?","authors":"Maxim Miterev, Mats Engwall","doi":"10.1177/87569728241264507","DOIUrl":"https://doi.org/10.1177/87569728241264507","url":null,"abstract":"This article analyzes how firms can enable their innovation strategies through projects under various conditions. Previous research has identified an array of project-related means, such as explorative projects, project lineages, and ambidextrous programs, by which firms aim to realize their long-term innovation goals. These approaches, although powerful, are primarily focal firm-centered; address product-, platform-, and business-model levels; and tend to draw heavily on the firm’s resources and coordination efforts. However, systemic transitions are characterized by complex and unforeseen redefinitions of organizational and industrial boundaries, which require mobilization of resources by multiple actors, prompting firms to engage in time-limited experimental networks. This article introduces this concept to project studies and juxtaposes it with the key extant project-based concepts for enabling innovation by scrutinizing their definitions, intended scope of innovation, locus of attention, and coordination principles. Consequently, it draws attention to the importance of interorganizational aspects when facing a systemic transition and contributes to an emerging debate on the linkages among project studies, innovation management, and sociotechnical transitions.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":null,"pages":null},"PeriodicalIF":5.0,"publicationDate":"2024-07-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141778404","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-06-11DOI: 10.1177/87569728241261306
Sen Lin, Sai On Cheung
Negotiating parties commencing a negotiation are likely to have different levels of intention to settle. Is this attributed to the power differential among them? Little is known about this. Applying power-dependency theory and dual concern theory, this study proposes a power-motive-intention framework, which is empirically tested using the structural equation modeling (SEM) method. The results indicate that negotiating parties with high perceived power could enhance their proself motive and suppress their prosocial motive, thereby stifling the intention to settle. To alleviate this dark side of power, psychological bonding agents, including trust and shared vision, are found to be effective alleviating agents.
{"title":"Understanding the Dark Side of Power in Project Dispute Negotiation Settlement","authors":"Sen Lin, Sai On Cheung","doi":"10.1177/87569728241261306","DOIUrl":"https://doi.org/10.1177/87569728241261306","url":null,"abstract":"Negotiating parties commencing a negotiation are likely to have different levels of intention to settle. Is this attributed to the power differential among them? Little is known about this. Applying power-dependency theory and dual concern theory, this study proposes a power-motive-intention framework, which is empirically tested using the structural equation modeling (SEM) method. The results indicate that negotiating parties with high perceived power could enhance their proself motive and suppress their prosocial motive, thereby stifling the intention to settle. To alleviate this dark side of power, psychological bonding agents, including trust and shared vision, are found to be effective alleviating agents.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":null,"pages":null},"PeriodicalIF":5.0,"publicationDate":"2024-06-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141360668","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"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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