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":"3 1","pages":""},"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":"62 1","pages":""},"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 : 2024-05-31DOI: 10.1177/87569728241256611
Joseph W. Harrison, Michael A. Lewis, Jens K. Roehrich, Andrew Davies
Scale is commonly deployed as a descriptor in the extant project management literature without an associated discussion of what this means. Following a literature review and synthesis of 172 papers we identify three findings. First, most papers addressed the foundational concept of scale obliquely, suggesting a conceptual gap. Second, where scale is mentioned, it is mostly in association with large-scale projects and megaprojects. There are few papers discussing small- to medium-scale projects. Third, the limited categorization of scale is linked to limited discussion of its managerial implications. We then synthesize this research to establish a project scale framework and position future research avenues.
{"title":"Scale in Project Management: A Review and Research Agenda","authors":"Joseph W. Harrison, Michael A. Lewis, Jens K. Roehrich, Andrew Davies","doi":"10.1177/87569728241256611","DOIUrl":"https://doi.org/10.1177/87569728241256611","url":null,"abstract":"Scale is commonly deployed as a descriptor in the extant project management literature without an associated discussion of what this means. Following a literature review and synthesis of 172 papers we identify three findings. First, most papers addressed the foundational concept of scale obliquely, suggesting a conceptual gap. Second, where scale is mentioned, it is mostly in association with large-scale projects and megaprojects. There are few papers discussing small- to medium-scale projects. Third, the limited categorization of scale is linked to limited discussion of its managerial implications. We then synthesize this research to establish a project scale framework and position future research avenues.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"42 1","pages":""},"PeriodicalIF":5.0,"publicationDate":"2024-05-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141187898","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 : 2024-05-25DOI: 10.1177/87569728241257391
Paul Chapman
This study of Swedish road and rail project performance challenges understanding of project success and presents findings that run counter to the widely held position that transport infrastructure delivery performance and outcomes are persistently poor. Both road and rail investments proved economically profitable and were typically delivered to budget, evidence that questions theory claiming optimism bias and malicious agency dynamics such as strategic misrepresentation are endemic in decision-making during planning and persistently cause poor project performance. Summary findings on the performance of Swedish transport infrastructure projects are: 93% of road projects achieved intended benefits, 86% returned positive net present value, and cost overrun was typically 2.7%. Road projects typically achieve a net present value of 1.6 against an estimate of 0.6. 70% of rail projects achieved intended benefits, 63% returned positive net present value, and typical cost performance was -1.8% underrun. This contribution opens new avenues for research by scholars to explain this apparent success and why some projects, even in Sweden, fail.
{"title":"Revisiting Project Delivery Performance: Evidence from Swedish Transport Infrastructure","authors":"Paul Chapman","doi":"10.1177/87569728241257391","DOIUrl":"https://doi.org/10.1177/87569728241257391","url":null,"abstract":"This study of Swedish road and rail project performance challenges understanding of project success and presents findings that run counter to the widely held position that transport infrastructure delivery performance and outcomes are persistently poor. Both road and rail investments proved economically profitable and were typically delivered to budget, evidence that questions theory claiming optimism bias and malicious agency dynamics such as strategic misrepresentation are endemic in decision-making during planning and persistently cause poor project performance. Summary findings on the performance of Swedish transport infrastructure projects are: 93% of road projects achieved intended benefits, 86% returned positive net present value, and cost overrun was typically 2.7%. Road projects typically achieve a net present value of 1.6 against an estimate of 0.6. 70% of rail projects achieved intended benefits, 63% returned positive net present value, and typical cost performance was -1.8% underrun. This contribution opens new avenues for research by scholars to explain this apparent success and why some projects, even in Sweden, fail.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"1 1","pages":""},"PeriodicalIF":5.0,"publicationDate":"2024-05-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141146670","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 : 2024-05-13DOI: 10.1177/87569728241252113
Rehab Iftikhar
Knowledge acquisition is pivotal for delivering successful interorganizational projects where multiple organizations are involved. The phenomenon, however, has been the subject of very few comprehensive empirical studies. Hence, this article sets out to understand how knowledge is acquired, particularly in the context of interorganizational projects. It explores the knowledge acquisition process at different levels, including the individual, team, organizational, and interorganizational levels. For this purpose, metro train and metro bus projects in Pakistan were examined. A multicase study approach is employed in this article; semistructured interviews and archival documents are included in the empirical data. Within and across case analysis is used for analyzing the data. The findings present the knowledge acquisition process, including types of knowledge (i.e., explicit and tacit knowledge) and multiple levels such as individuals, teams, organizations, and the interorganizational level. By examining knowledge acquisition in interorganizational projects, this article contributes to the literature on knowledge-based theory.
{"title":"The Knowledge Acquisition Process in Interorganizational Projects: A Multiple-Case Study of Infrastructural Projects in Pakistan","authors":"Rehab Iftikhar","doi":"10.1177/87569728241252113","DOIUrl":"https://doi.org/10.1177/87569728241252113","url":null,"abstract":"Knowledge acquisition is pivotal for delivering successful interorganizational projects where multiple organizations are involved. The phenomenon, however, has been the subject of very few comprehensive empirical studies. Hence, this article sets out to understand how knowledge is acquired, particularly in the context of interorganizational projects. It explores the knowledge acquisition process at different levels, including the individual, team, organizational, and interorganizational levels. For this purpose, metro train and metro bus projects in Pakistan were examined. A multicase study approach is employed in this article; semistructured interviews and archival documents are included in the empirical data. Within and across case analysis is used for analyzing the data. The findings present the knowledge acquisition process, including types of knowledge (i.e., explicit and tacit knowledge) and multiple levels such as individuals, teams, organizations, and the interorganizational level. By examining knowledge acquisition in interorganizational projects, this article contributes to the literature on knowledge-based theory.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"16 1","pages":""},"PeriodicalIF":5.0,"publicationDate":"2024-05-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140933354","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 : 2024-05-11DOI: 10.1177/87569728241253445
Joana Geraldi, Giorgio Locatelli, Jonas Söderlund
With the support of the Project Management Institute (PMI), we are excited to launch the PMJ College, a global, cross-journal initiative to nurture future leading academics in project studies. The initiative is important now, as academia struggles to attract and retain talent, yet really needs academics. Society requires good projects and project management to survive and hence also a vibrant academic project ecology to extend knowledge and help project practice. The PMJ College aims to attract, retain, and help early career academics through a series of workshops and mentorship, fostering passionate and engaged scholarship. Applications are open, and its process is described in this editorial.
{"title":"Stepping into the Future of Project Studies: Establishing the PMJ College for Early Career Researchers in Project Studies","authors":"Joana Geraldi, Giorgio Locatelli, Jonas Söderlund","doi":"10.1177/87569728241253445","DOIUrl":"https://doi.org/10.1177/87569728241253445","url":null,"abstract":"With the support of the Project Management Institute (PMI), we are excited to launch the PMJ College, a global, cross-journal initiative to nurture future leading academics in project studies. The initiative is important now, as academia struggles to attract and retain talent, yet really needs academics. Society requires good projects and project management to survive and hence also a vibrant academic project ecology to extend knowledge and help project practice. The PMJ College aims to attract, retain, and help early career academics through a series of workshops and mentorship, fostering passionate and engaged scholarship. Applications are open, and its process is described in this editorial.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"43 1","pages":""},"PeriodicalIF":5.0,"publicationDate":"2024-05-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140932774","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 : 2024-04-29DOI: 10.1177/87569728241251710
Maude Brunet, Olivier Choinière
The aim of this article is to understand the dynamic evolution of a governance framework for major public projects. Drawing on Ralf Müller’s contributions in the field of project studies regarding governance, combined with a theoretical anchoring in neo-institutionalism, we seek to shed light on the evolutive aspects of a governance framework, also framed as a public policy. Based on the case of Canada, relying on secondary sources and ethnographic sensitivity, we trace the trajectory of the policy (the governance framework) and highlight the main evolutions and turning points. Five iterations are documented, resulting in increasing complexity over time and institutional layering. The theoretical contribution is to uncover the dynamic and evolving nature of governance frameworks, whereas the practical benefit is to enable decision makers to understand the implications of layering and find the right balance between novelty and overlap for optimal project governance.
{"title":"Governance Framework Trajectory for Major Public Projects: The Case of Canada","authors":"Maude Brunet, Olivier Choinière","doi":"10.1177/87569728241251710","DOIUrl":"https://doi.org/10.1177/87569728241251710","url":null,"abstract":"The aim of this article is to understand the dynamic evolution of a governance framework for major public projects. Drawing on Ralf Müller’s contributions in the field of project studies regarding governance, combined with a theoretical anchoring in neo-institutionalism, we seek to shed light on the evolutive aspects of a governance framework, also framed as a public policy. Based on the case of Canada, relying on secondary sources and ethnographic sensitivity, we trace the trajectory of the policy (the governance framework) and highlight the main evolutions and turning points. Five iterations are documented, resulting in increasing complexity over time and institutional layering. The theoretical contribution is to uncover the dynamic and evolving nature of governance frameworks, whereas the practical benefit is to enable decision makers to understand the implications of layering and find the right balance between novelty and overlap for optimal project governance.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"31 1","pages":""},"PeriodicalIF":5.0,"publicationDate":"2024-04-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140836156","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 : 2024-04-29DOI: 10.1177/87569728241239271
Sofia Pemsel, Jonas Söderlund
Prior research has indicated that knowledge integration is essential for succeeding with large-scale transformation (LST) projects. However, research has largely ignored the processual properties of knowledge integration. This article embarks on the notion of knowledge entrainment and demonstrates the criticality of the processual nature of knowledge integration. Through a comparative qualitative case study of two LST projects in the healthcare sector, two knowledge entrainment strategies were identified (the evidence-based strategy and the innovation-based strategy). Data analysis uncovered triggers, practices, and outcomes of the two knowledge entrainment strategies. Additionally, the central role of temporary project management offices (PMOs) for arranging knowledge entrainment within the LST projects is demonstrated.
{"title":"Knowledge Entrainment in Large-Scale Transformation Projects:The Evidence-Based Strategy and the Innovation-Based Strategy","authors":"Sofia Pemsel, Jonas Söderlund","doi":"10.1177/87569728241239271","DOIUrl":"https://doi.org/10.1177/87569728241239271","url":null,"abstract":"Prior research has indicated that knowledge integration is essential for succeeding with large-scale transformation (LST) projects. However, research has largely ignored the processual properties of knowledge integration. This article embarks on the notion of knowledge entrainment and demonstrates the criticality of the processual nature of knowledge integration. Through a comparative qualitative case study of two LST projects in the healthcare sector, two knowledge entrainment strategies were identified (the evidence-based strategy and the innovation-based strategy). Data analysis uncovered triggers, practices, and outcomes of the two knowledge entrainment strategies. Additionally, the central role of temporary project management offices (PMOs) for arranging knowledge entrainment within the LST projects is demonstrated.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"172 1","pages":""},"PeriodicalIF":5.0,"publicationDate":"2024-04-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140836105","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 : 2024-04-15DOI: 10.1177/87569728241242029
Magali Simard, Monique Aubry
Profound changes caused by digital transformation are reshaping organizations in many sectors. This article presents a longitudinal exploratory case study of a project management office (PMO) in the banking sector, which participated in its organization’s digital transformation. The focus is on the evolution of the PMO’s participation during the transformation process. This study provides a rich understanding of the evolving tensions and challenges faced by PMOs and their connection as boundary spanners and contributors to the ongoing transformation from a multilevel process perspective.
{"title":"The Project Management Office’s Active Participation in a Digital Transformation: A Trajectory Full of Twists and Turns","authors":"Magali Simard, Monique Aubry","doi":"10.1177/87569728241242029","DOIUrl":"https://doi.org/10.1177/87569728241242029","url":null,"abstract":"Profound changes caused by digital transformation are reshaping organizations in many sectors. This article presents a longitudinal exploratory case study of a project management office (PMO) in the banking sector, which participated in its organization’s digital transformation. The focus is on the evolution of the PMO’s participation during the transformation process. This study provides a rich understanding of the evolving tensions and challenges faced by PMOs and their connection as boundary spanners and contributors to the ongoing transformation from a multilevel process perspective.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"93 1","pages":""},"PeriodicalIF":5.0,"publicationDate":"2024-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140578266","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 : 2024-04-13DOI: 10.1177/87569728241241506
Linzhuo Wang, Xinnan Wang, Xuemei Liu
This article considers and reflects upon the mark that Ralf Müller made through his published research on project governance. From project governance to governance of interorganizational project networks, Müller, along with his coauthors, has made significant contributions to project governance literature. In light of these two decades of theoretical development, we compare and synthesize the key elements of project governance and network governance. We provide a model that integrates project governance and network governance and propose several main themes for future research, including investigation of network governors, network governance design, mechanisms and principles, and its impact on improved project performance.
{"title":"Project Governance and Governance of Interorganizational Project Networks: Toward Understanding Their Relationships and Future Research Agenda","authors":"Linzhuo Wang, Xinnan Wang, Xuemei Liu","doi":"10.1177/87569728241241506","DOIUrl":"https://doi.org/10.1177/87569728241241506","url":null,"abstract":"This article considers and reflects upon the mark that Ralf Müller made through his published research on project governance. From project governance to governance of interorganizational project networks, Müller, along with his coauthors, has made significant contributions to project governance literature. In light of these two decades of theoretical development, we compare and synthesize the key elements of project governance and network governance. We provide a model that integrates project governance and network governance and propose several main themes for future research, including investigation of network governors, network governance design, mechanisms and principles, and its impact on improved project performance.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"166 1","pages":""},"PeriodicalIF":5.0,"publicationDate":"2024-04-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140602379","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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