Pub Date : 2022-11-24DOI: 10.1177/87569728221131254
C. Unterhitzenberger, R. Müller, A. Vaagaasar, Yongjian Ke, Raimonda Alonderienė, I. Minelgaite, Margarita Pilkienė, Linzhou Wang, Fang-wei Zhu, N. Drouin, Alfredas Chmieliauskas, Saulius Šimkonis, Mylene Mongeon
This study operationalizes and tests a multilevel governance model for interorganizational project networks. Results of a qualitative multicase study are used to develop a framework model with three levels of governance, namely metagovernance, governance of networks, and network governance. This framework is validated through a global survey with 225 responses. Type I and Type II governance are confirmed as the organizational elements of network governance, and the relationships between the different levels are established. Metagovernance directly impacts network governance and this relationship is mediated through governance of networks for Type I governance and moderated through governance of networks for Type II governance.
{"title":"A Multilevel Governance Model for Interorganizational Project Networks","authors":"C. Unterhitzenberger, R. Müller, A. Vaagaasar, Yongjian Ke, Raimonda Alonderienė, I. Minelgaite, Margarita Pilkienė, Linzhou Wang, Fang-wei Zhu, N. Drouin, Alfredas Chmieliauskas, Saulius Šimkonis, Mylene Mongeon","doi":"10.1177/87569728221131254","DOIUrl":"https://doi.org/10.1177/87569728221131254","url":null,"abstract":"This study operationalizes and tests a multilevel governance model for interorganizational project networks. Results of a qualitative multicase study are used to develop a framework model with three levels of governance, namely metagovernance, governance of networks, and network governance. This framework is validated through a global survey with 225 responses. Type I and Type II governance are confirmed as the organizational elements of network governance, and the relationships between the different levels are established. Metagovernance directly impacts network governance and this relationship is mediated through governance of networks for Type I governance and moderated through governance of networks for Type II governance.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"23 1 1","pages":"88 - 105"},"PeriodicalIF":5.0,"publicationDate":"2022-11-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82759113","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 : 2022-11-20DOI: 10.1177/87569728221133093
Shan Jiang, G. Ma, Ding Wang, Jianyao Jia
Voice behavior of project team members (PTMs), defined as the process in which PTMs proactively share ideas, concerns, and opinions about work-related issues to improve the status quo of projects, is pivotal but underexplored in construction projects. Using social identity theory, this study investigated how inclusive leadership influences PTMs’ voice behavior with survey data from 232 construction PTMs. The results indicated that inclusive leadership predicts PTMs’ promotive and prohibitive voice behavior, whereas project identification mediates both relationships. Team coordination strengthens such indirect impacts of inclusive leadership on PTMs’ prohibitive voice. Theoretical and practical implications of these empirical findings are discussed.
{"title":"How Inclusive Leadership Influences Voice Behavior in Construction Project Teams: A Social Identity Perspective","authors":"Shan Jiang, G. Ma, Ding Wang, Jianyao Jia","doi":"10.1177/87569728221133093","DOIUrl":"https://doi.org/10.1177/87569728221133093","url":null,"abstract":"Voice behavior of project team members (PTMs), defined as the process in which PTMs proactively share ideas, concerns, and opinions about work-related issues to improve the status quo of projects, is pivotal but underexplored in construction projects. Using social identity theory, this study investigated how inclusive leadership influences PTMs’ voice behavior with survey data from 232 construction PTMs. The results indicated that inclusive leadership predicts PTMs’ promotive and prohibitive voice behavior, whereas project identification mediates both relationships. Team coordination strengthens such indirect impacts of inclusive leadership on PTMs’ prohibitive voice. Theoretical and practical implications of these empirical findings are discussed.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"190 1","pages":"116 - 131"},"PeriodicalIF":5.0,"publicationDate":"2022-11-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76100383","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 : 2022-11-10DOI: 10.1177/87569728221132782
Liuying Zhu, S. Cheung
Collaboration between developers and contractors is pivotal to the efficient completion of construction projects. Relational contracting practice has been used to promote working partnerships. Construction incentivization can be a valuable contractual tool to build relationships. This study proposes that incentivization can serve as an instrumental means to forge interorganizational relationships and corresponding project performance improvements. With data collected from experienced construction professionals, the hypotheses are empirically supported by structural equation modeling. It is therefore concluded that in addition to its conventional uses, incentivization can be innovatively designed to develop and manage interorganizational relationships and engender project performance improvement.
{"title":"Incentivizing Relationship Investment for Project Performance Improvement","authors":"Liuying Zhu, S. Cheung","doi":"10.1177/87569728221132782","DOIUrl":"https://doi.org/10.1177/87569728221132782","url":null,"abstract":"Collaboration between developers and contractors is pivotal to the efficient completion of construction projects. Relational contracting practice has been used to promote working partnerships. Construction incentivization can be a valuable contractual tool to build relationships. This study proposes that incentivization can serve as an instrumental means to forge interorganizational relationships and corresponding project performance improvements. With data collected from experienced construction professionals, the hypotheses are empirically supported by structural equation modeling. It is therefore concluded that in addition to its conventional uses, incentivization can be innovatively designed to develop and manage interorganizational relationships and engender project performance improvement.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"29 1","pages":"70 - 87"},"PeriodicalIF":5.0,"publicationDate":"2022-11-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78919517","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 : 2022-11-01DOI: 10.1177/87569728221134524
Umer Zaman, L. M. Naeni, N. Huda, Muddasar Ghani Khwaja
Numerous studies have linked various leadership styles with project success; however, the role of project leaders’ self-efficacy and project opportunity management has been rarely studied. The present study examines the effects of project leaders’ self-efficacy on multidimensional project success through project opportunity management. Drawing on data of 386 project professionals, the hypothesized relationships were tested using structural equation modeling (SEM) via MPlus. Empirical findings support that project opportunity management helps to explain and predict the relationship between project leaders’ self-efficacy and project success. The study extends project management literature by presenting a new model of multidimensional project success.
{"title":"Time Flies When You are Having Fun: The Mediating Effects of Project Opportunity Management in the Relationship Between Project Leaders’ Self-Efficacy and Multidimensional Project Success","authors":"Umer Zaman, L. M. Naeni, N. Huda, Muddasar Ghani Khwaja","doi":"10.1177/87569728221134524","DOIUrl":"https://doi.org/10.1177/87569728221134524","url":null,"abstract":"Numerous studies have linked various leadership styles with project success; however, the role of project leaders’ self-efficacy and project opportunity management has been rarely studied. The present study examines the effects of project leaders’ self-efficacy on multidimensional project success through project opportunity management. Drawing on data of 386 project professionals, the hypothesized relationships were tested using structural equation modeling (SEM) via MPlus. Empirical findings support that project opportunity management helps to explain and predict the relationship between project leaders’ self-efficacy and project success. The study extends project management literature by presenting a new model of multidimensional project success.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"20 1","pages":"132 - 148"},"PeriodicalIF":5.0,"publicationDate":"2022-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89491801","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 : 2022-10-22DOI: 10.1177/87569728221127958
L. Kuitert, L. Volker, M. Hermans
Complex project networks confront project actors, with value pluralism originating from a plethora of competing organizational and institutional systems related to the project environment. Using a single urban redevelopment case study, we present a dynamic understanding of the emergence and nature of conflicts in different conflict arenas of collaborative project networks. We identify seven coping patterns to reduce and engage with this complexity in the process of delivering value throughout projects. The coping patterns enable a more dynamic and flexible approach toward conflict management in project networks with a high degree of conflicting project interests.
{"title":"Definitely Not a Walk in the Park: Coping with Competing Values in Complex Project Networks","authors":"L. Kuitert, L. Volker, M. Hermans","doi":"10.1177/87569728221127958","DOIUrl":"https://doi.org/10.1177/87569728221127958","url":null,"abstract":"Complex project networks confront project actors, with value pluralism originating from a plethora of competing organizational and institutional systems related to the project environment. Using a single urban redevelopment case study, we present a dynamic understanding of the emergence and nature of conflicts in different conflict arenas of collaborative project networks. We identify seven coping patterns to reduce and engage with this complexity in the process of delivering value throughout projects. The coping patterns enable a more dynamic and flexible approach toward conflict management in project networks with a high degree of conflicting project interests.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"48 1","pages":"19 - 34"},"PeriodicalIF":5.0,"publicationDate":"2022-10-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74262508","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 : 2022-09-29DOI: 10.1177/87569728221124496
Stuart D. Green, I. Dikmen
The dominant narrative of project risk management pays homage to scientific rationality while conceptualizing risk as objective fact. Yet doubts remain regarding the extent to which the advocated quantitative techniques are used in practice. An established counternarrative advocates the importance of intuition and subjective judgment. New insights are developed by conceptualizing risk as a narrative construct used for the purposes of identity work. Project-based practitioners are seen to mobilize resources from competing narratives to meet the transient expectations of those with whom they interact. Ultimately, they tend to emphasize approaches that sustain their ascribed identities as custodians of rationality.
{"title":"Narratives of Project Risk Management: From Scientific Rationality to the Discursive Nature of Identity Work","authors":"Stuart D. Green, I. Dikmen","doi":"10.1177/87569728221124496","DOIUrl":"https://doi.org/10.1177/87569728221124496","url":null,"abstract":"The dominant narrative of project risk management pays homage to scientific rationality while conceptualizing risk as objective fact. Yet doubts remain regarding the extent to which the advocated quantitative techniques are used in practice. An established counternarrative advocates the importance of intuition and subjective judgment. New insights are developed by conceptualizing risk as a narrative construct used for the purposes of identity work. Project-based practitioners are seen to mobilize resources from competing narratives to meet the transient expectations of those with whom they interact. Ultimately, they tend to emphasize approaches that sustain their ascribed identities as custodians of rationality.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"5 1","pages":"608 - 624"},"PeriodicalIF":5.0,"publicationDate":"2022-09-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87131979","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 : 2022-09-28DOI: 10.1177/87569728221126907
Daniella Troje
Social procurement can increase social sustainability by creating employment for marginalized people. This article investigates how project organizations perceive and handle the resources from and relationships with their main contractors and clients when implementing social procurement. Analyzing 20 semistructured interviews with actors working in Swedish construction projects, the findings show how resources are lacking and relationships are tenuous, but also that the innovative capacity of actors at the project level, in a bottom-up fashion, can overcome some of these issues. This article shows how sustainability initiatives are difficult to implement in projects, and what strategies actors use to cope.
{"title":"Social Sustainability in Projects: Using Social Procurement to Create Employment in the Swedish Construction Sector","authors":"Daniella Troje","doi":"10.1177/87569728221126907","DOIUrl":"https://doi.org/10.1177/87569728221126907","url":null,"abstract":"Social procurement can increase social sustainability by creating employment for marginalized people. This article investigates how project organizations perceive and handle the resources from and relationships with their main contractors and clients when implementing social procurement. Analyzing 20 semistructured interviews with actors working in Swedish construction projects, the findings show how resources are lacking and relationships are tenuous, but also that the innovative capacity of actors at the project level, in a bottom-up fashion, can overcome some of these issues. This article shows how sustainability initiatives are difficult to implement in projects, and what strategies actors use to cope.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"33 1","pages":"52 - 69"},"PeriodicalIF":5.0,"publicationDate":"2022-09-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90547489","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 : 2022-09-23DOI: 10.1177/87569728221125924
Linzhuo Wang, R. Müller, Fang-wei Zhu
Governance of interorganizational networks for joint project execution has become a popular research theme in recent years. However, little is known about how the knowledge in this field is structured and how to further develop it based on the given structure. This systematic literature review identifies three main categories of literature in this field: design of network governance, network performance, and theory in network governance. Each of these categories is further divided into subcategories, which are assessed for the timely development and current state of knowledge. This provides the foundation for the development of a research agenda, which includes configurational understanding of network governance design, governing for temporary organizing particularities, and level-crossing theoretical development.
{"title":"Network Governance for Interorganizational Temporary Organizations: A Systematic Literature Review and Research Agenda","authors":"Linzhuo Wang, R. Müller, Fang-wei Zhu","doi":"10.1177/87569728221125924","DOIUrl":"https://doi.org/10.1177/87569728221125924","url":null,"abstract":"Governance of interorganizational networks for joint project execution has become a popular research theme in recent years. However, little is known about how the knowledge in this field is structured and how to further develop it based on the given structure. This systematic literature review identifies three main categories of literature in this field: design of network governance, network performance, and theory in network governance. Each of these categories is further divided into subcategories, which are assessed for the timely development and current state of knowledge. This provides the foundation for the development of a research agenda, which includes configurational understanding of network governance design, governing for temporary organizing particularities, and level-crossing theoretical development.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"380 1","pages":"35 - 51"},"PeriodicalIF":5.0,"publicationDate":"2022-09-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80665812","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 : 2022-09-21DOI: 10.1177/87569728221128878
G. Klein, R. Müller
To reach acceptance, every research paper submitted to Project Management Journal (PMJ) must pass several hurdles. This editorial aims to declare the editorial process and reveal major reasons for early rejection. Once submitted, the managing editor reviews each paper for completeness of material and adherence to the published organization and formatting requirements (https://journals.sagepub. com/author-instructions/PMX). Should the paper not comply with the guidelines on the first submission, the managing editor will return the paper to the author(s). The author(s) may correct the issue and resubmit the paper at this stage. Following the guidelines on the first submission will save the authors and managing editor valuable time. When in compliance with the guidelines, the research paper moves on to the desk of an editor in chief. The editor in chief conducts a high-level review of each paper, ensuring it matches the mission of PMJ, is of sufficient academic quality, makes an evident contribution to the discipline, and holds interest to a broad range of practitioners and academics. The editors in chief reject between 60% and 70% of all submissions. If a paper passes the desk of the editor in chief, it continues to the desk of an Editorial Board member (https://journals. sagepub.com/editorial-board/PMX); at this point, our editors have full decision-making authority. The editor will first review the paper at a deeper level and will desk reject those unlikely to pass the review process. The editors typically desk reject about one-half of the papers they receive; the remaining 15% to 20% go to reviewers for a double-blind peer evaluation. So how can one avoid a desk rejection? The best advice may come from our experience as editors in handling close to the 500 papers we receive each year. Although it may be in our job description as editors to reject papers, keep in mind that we are most pleased when we see an exciting and quality paper cross our desk, progress through the editorial and review process, and see it published as a significant contribution to the discipline of managing projects, programs, or portfolios. To that end, we present the more common reasons for desk rejection.
{"title":"Getting Past the Editor's Desk","authors":"G. Klein, R. Müller","doi":"10.1177/87569728221128878","DOIUrl":"https://doi.org/10.1177/87569728221128878","url":null,"abstract":"To reach acceptance, every research paper submitted to Project Management Journal (PMJ) must pass several hurdles. This editorial aims to declare the editorial process and reveal major reasons for early rejection. Once submitted, the managing editor reviews each paper for completeness of material and adherence to the published organization and formatting requirements (https://journals.sagepub. com/author-instructions/PMX). Should the paper not comply with the guidelines on the first submission, the managing editor will return the paper to the author(s). The author(s) may correct the issue and resubmit the paper at this stage. Following the guidelines on the first submission will save the authors and managing editor valuable time. When in compliance with the guidelines, the research paper moves on to the desk of an editor in chief. The editor in chief conducts a high-level review of each paper, ensuring it matches the mission of PMJ, is of sufficient academic quality, makes an evident contribution to the discipline, and holds interest to a broad range of practitioners and academics. The editors in chief reject between 60% and 70% of all submissions. If a paper passes the desk of the editor in chief, it continues to the desk of an Editorial Board member (https://journals. sagepub.com/editorial-board/PMX); at this point, our editors have full decision-making authority. The editor will first review the paper at a deeper level and will desk reject those unlikely to pass the review process. The editors typically desk reject about one-half of the papers they receive; the remaining 15% to 20% go to reviewers for a double-blind peer evaluation. So how can one avoid a desk rejection? The best advice may come from our experience as editors in handling close to the 500 papers we receive each year. Although it may be in our job description as editors to reject papers, keep in mind that we are most pleased when we see an exciting and quality paper cross our desk, progress through the editorial and review process, and see it published as a significant contribution to the discipline of managing projects, programs, or portfolios. To that end, we present the more common reasons for desk rejection.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"39 1","pages":"543 - 546"},"PeriodicalIF":5.0,"publicationDate":"2022-09-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85105466","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}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：