Co-ownership of major projects increases organizational complexity but remains underexplored in project studies. This article examines these complexities, employing an engaged scholarship approach with a group of practitioners facing a significant challenge regarding collaborative governance of a major project. This approach enables us to develop a framework for major projects, which includes four types of collaborative governance mechanism: sensemaking, structural, procedural, and relational. Our work has implications for interorganizational design, suggesting that a project management office (PMO) could play a leadership and integrative role in collaborative governance.
{"title":"Interorganizational Design for Collaborative Governance in Co-Owned Major Projects: An Engaged Scholarship Approach","authors":"Maude Brunet, Marie-Claude Petit, Alejandro Romero-Torres","doi":"10.1177/87569728231208853","DOIUrl":"https://doi.org/10.1177/87569728231208853","url":null,"abstract":"Co-ownership of major projects increases organizational complexity but remains underexplored in project studies. This article examines these complexities, employing an engaged scholarship approach with a group of practitioners facing a significant challenge regarding collaborative governance of a major project. This approach enables us to develop a framework for major projects, which includes four types of collaborative governance mechanism: sensemaking, structural, procedural, and relational. Our work has implications for interorganizational design, suggesting that a project management office (PMO) could play a leadership and integrative role in collaborative governance.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"46 5","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135682331","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 : 2023-10-23DOI: 10.1177/87569728231208097
Fanghong Lin, Xu Ren, Guiwei Ding
Increasing attention to stakeholders is becoming an important trend in construction project management. This study extends construction project goals beyond traditional iron triangle goals to stakeholder collective performance, responding to the demand of promoting stakeholder management. Researchers collected 231 questionnaires from sources within the Chinese construction industry and conducted empirical analysis. The research uncovers the internal mechanisms of how project managers’ responsible leadership enhances stakeholder performance, complements the mediating mechanism on team members’ psychological cognition, and reveals the important contribution of caring ethical climate in achieving stakeholder collective performance. The findings also provide practical suggestions for enhancing construction stakeholder management from various perspectives.
{"title":"How Responsible Leadership Improves Stakeholder Collective Performance in Construction Projects: The Empirical Research from China","authors":"Fanghong Lin, Xu Ren, Guiwei Ding","doi":"10.1177/87569728231208097","DOIUrl":"https://doi.org/10.1177/87569728231208097","url":null,"abstract":"Increasing attention to stakeholders is becoming an important trend in construction project management. This study extends construction project goals beyond traditional iron triangle goals to stakeholder collective performance, responding to the demand of promoting stakeholder management. Researchers collected 231 questionnaires from sources within the Chinese construction industry and conducted empirical analysis. The research uncovers the internal mechanisms of how project managers’ responsible leadership enhances stakeholder performance, complements the mediating mechanism on team members’ psychological cognition, and reveals the important contribution of caring ethical climate in achieving stakeholder collective performance. The findings also provide practical suggestions for enhancing construction stakeholder management from various perspectives.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"51 11","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135413612","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 : 2023-10-17DOI: 10.1177/87569728231207028
Marcos T. J. Barbosa, Marly M. Carvalho
Project management, project portfolio management (PPM), and project-based organizations (PBOs) literature lacks in approaching the development of dynamic capabilities (DCs). However, creating a competitive advantage through DCs has been considered a valued mechanism. Hence, this study critically reviews the literature, looking for cross-fertilization that bridges the literature on DCs with project management, PPM, and PBOs, using a multilevel perspective to organize the coding book and explore the microfoundations of DCs. Merging content analysis and bibliometrics, we identify 99 DCs clustered into three levels: project management, PPM, and PBOs. It proposes a multilevel framework that classifies the core DCs per level of analysis.
{"title":"Toward a Multilevel Framework of Dynamic Capabilities Through the Lens of Project Management, Project Portfolio Management, and Project-Based Organizations","authors":"Marcos T. J. Barbosa, Marly M. Carvalho","doi":"10.1177/87569728231207028","DOIUrl":"https://doi.org/10.1177/87569728231207028","url":null,"abstract":"Project management, project portfolio management (PPM), and project-based organizations (PBOs) literature lacks in approaching the development of dynamic capabilities (DCs). However, creating a competitive advantage through DCs has been considered a valued mechanism. Hence, this study critically reviews the literature, looking for cross-fertilization that bridges the literature on DCs with project management, PPM, and PBOs, using a multilevel perspective to organize the coding book and explore the microfoundations of DCs. Merging content analysis and bibliometrics, we identify 99 DCs clustered into three levels: project management, PPM, and PBOs. It proposes a multilevel framework that classifies the core DCs per level of analysis.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136032715","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 : 2023-10-17DOI: 10.1177/87569728231204320
Ting Luo, Xiaolong Xue, Minggong Zhang
This study systematically analyzes sustainable operations management (SOM) in major infrastructure projects (MIPs). The study proposes systematic definitions of MIP-SOM and studies sustainability improvement in MIP operations management from complex systems thinking. Based on literature review and deconstructive analysis, a conceptual model of the MIP-SOM system and an integrated framework for MIP-SOM practices were constructed. Additionally, per an in-depth case analysis of the Hong Kong-Zhuhai-Macao Bridge (HZMB), a progressive roadmap for the MIP-SOM was developed. These results offer a systematic theoretical framework to guide MIP-SOM implementation and provide a solution for the substantive improvement of MIP sustainability.
{"title":"Exploring Sustainable Operations Management in Major Infrastructure Projects: The Case of the Hong Kong-Zhuhai-Macao Bridge","authors":"Ting Luo, Xiaolong Xue, Minggong Zhang","doi":"10.1177/87569728231204320","DOIUrl":"https://doi.org/10.1177/87569728231204320","url":null,"abstract":"This study systematically analyzes sustainable operations management (SOM) in major infrastructure projects (MIPs). The study proposes systematic definitions of MIP-SOM and studies sustainability improvement in MIP operations management from complex systems thinking. Based on literature review and deconstructive analysis, a conceptual model of the MIP-SOM system and an integrated framework for MIP-SOM practices were constructed. Additionally, per an in-depth case analysis of the Hong Kong-Zhuhai-Macao Bridge (HZMB), a progressive roadmap for the MIP-SOM was developed. These results offer a systematic theoretical framework to guide MIP-SOM implementation and provide a solution for the substantive improvement of MIP sustainability.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136032578","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 : 2023-10-10DOI: 10.1177/87569728231203546
Dongping Cao, Shiting Shao
We examine how formal task-oriented communication and informal knowledge-oriented advice networks for building information modeling (BIM) implementation in construction projects exhibit different macrostructural characteristics and microformation mechanisms. The results show that while the two networks have some shared connections, individuals are more densely connected and centrally embedded within triads in the communication network than in the advice network. The results further show that the formation of these networks is differently driven by BIM implementation behaviors and individual demographic characteristics, suggesting that managers need to contingently design measures to facilitate task coordination and knowledge exchange for innovation implementation among heterogeneous participants in temporary projects.
{"title":"Colleagues or Friends? Comparing Communication and Advice Networks for Business Information Modeling (BIM) Implementation in Construction Projects","authors":"Dongping Cao, Shiting Shao","doi":"10.1177/87569728231203546","DOIUrl":"https://doi.org/10.1177/87569728231203546","url":null,"abstract":"We examine how formal task-oriented communication and informal knowledge-oriented advice networks for building information modeling (BIM) implementation in construction projects exhibit different macrostructural characteristics and microformation mechanisms. The results show that while the two networks have some shared connections, individuals are more densely connected and centrally embedded within triads in the communication network than in the advice network. The results further show that the formation of these networks is differently driven by BIM implementation behaviors and individual demographic characteristics, suggesting that managers need to contingently design measures to facilitate task coordination and knowledge exchange for innovation implementation among heterogeneous participants in temporary projects.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"124 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136357856","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 : 2023-09-28DOI: 10.1177/87569728231205636
Jonas Söderlund
I was invited to write this editorial as a reflective essay on my research, publications, and related work that led to receiving the PMI Research Achievement Award for 2023. I feel humbled, honored, and thankful. As a way of saying thank you to all the people I have met and worked with over the years, I decided to respond to the invitation and write this essay about what I have learned over these years; why I became a “project scholar”; and what I would like to say to early-stage scholars about starting a career in “project studies” (Geraldi & Söderlund, 2018). First, the notion of project studies is an important one with wide-ranging implications. It moves the study of projects and project management into a broader context, into a conversation with scholars and practitioners that are interested in more than just “management.” I believe the idea of project studies very much emerged out of the loosely coupled Scandinavian school of project management research that wanted to move “beyond project management” (Sahlin-Andersson & Söderholm, 2002) and argued for the need for a broad social science approach to capturing contemporary challenges in project society. Of course, the notion of project studies does not mean that project management is unimportant, rather the opposite. It addresses the plurality of contemporary problems that many project managers are facing today; it ignites a broader conversation of the numerous and substantial challenges that we need to address to shape the best projects and implement our projects in a better way. However, the notion of project studies does not only send a message that we need to be mindful about the varying levels of analysis we address (Geraldi & Söderlund, 2016)—we also need to grasp how they interact to create problems, as well as opportunities and solutions to those problems (Sydow et al., 2004). In that regard, among other things, we need to understand how macro developments might have effects on the individual level and how team-level collaborations might create macrolevel changes. The notion of project studies is at the same time an invitation to work and research in even more interdisciplinary ways to emphasize that project-related research is not only a matter for the business school—and the management scholar—it is a matter for the economist, the political scientist, the engineer, the educator, and the psychologist. Project-related research thus needs to be organized in novel ways in new kinds of projects, of course, in better and braver projects, which is natural for any project scholar, but perhaps also in the long run to open up new sorts of permanent institutions that could better address the various challenges of society’s projects. This also underlines the need for closer collaborations with practitioners in a wide range of sectors—with ongoing and fertile conversations with regulators, with shapers of projects, with innovators, and with educators. In that respect, it should pave the way for a
{"title":"Seven Insights Into Becoming an Engaged Project Scholar","authors":"Jonas Söderlund","doi":"10.1177/87569728231205636","DOIUrl":"https://doi.org/10.1177/87569728231205636","url":null,"abstract":"I was invited to write this editorial as a reflective essay on my research, publications, and related work that led to receiving the PMI Research Achievement Award for 2023. I feel humbled, honored, and thankful. As a way of saying thank you to all the people I have met and worked with over the years, I decided to respond to the invitation and write this essay about what I have learned over these years; why I became a “project scholar”; and what I would like to say to early-stage scholars about starting a career in “project studies” (Geraldi & Söderlund, 2018). First, the notion of project studies is an important one with wide-ranging implications. It moves the study of projects and project management into a broader context, into a conversation with scholars and practitioners that are interested in more than just “management.” I believe the idea of project studies very much emerged out of the loosely coupled Scandinavian school of project management research that wanted to move “beyond project management” (Sahlin-Andersson & Söderholm, 2002) and argued for the need for a broad social science approach to capturing contemporary challenges in project society. Of course, the notion of project studies does not mean that project management is unimportant, rather the opposite. It addresses the plurality of contemporary problems that many project managers are facing today; it ignites a broader conversation of the numerous and substantial challenges that we need to address to shape the best projects and implement our projects in a better way. However, the notion of project studies does not only send a message that we need to be mindful about the varying levels of analysis we address (Geraldi & Söderlund, 2016)—we also need to grasp how they interact to create problems, as well as opportunities and solutions to those problems (Sydow et al., 2004). In that regard, among other things, we need to understand how macro developments might have effects on the individual level and how team-level collaborations might create macrolevel changes. The notion of project studies is at the same time an invitation to work and research in even more interdisciplinary ways to emphasize that project-related research is not only a matter for the business school—and the management scholar—it is a matter for the economist, the political scientist, the engineer, the educator, and the psychologist. Project-related research thus needs to be organized in novel ways in new kinds of projects, of course, in better and braver projects, which is natural for any project scholar, but perhaps also in the long run to open up new sorts of permanent institutions that could better address the various challenges of society’s projects. This also underlines the need for closer collaborations with practitioners in a wide range of sectors—with ongoing and fertile conversations with regulators, with shapers of projects, with innovators, and with educators. In that respect, it should pave the way for a","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135344350","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 : 2023-09-14DOI: 10.1177/87569728231198782
Yongkui Li, He Chi, Mladen Radujkovic, Jianjun Wei, Xiyu Pan
As global crises such as COVID-19 become more frequent, many projects, which can be called blitz projects, will need to be completed extremely quickly in response. However, there remains a lack of theoretical support for their implementation as well as systematic strategies for managing their schedules. This article examines the responses to COVID-19 by three specialty field hospitals in China. Through reviews and cross-analysis of the influential factors and practices, and their effects on extreme schedule management, this article proposes a systematic strategic framework including the elements of mission, solution and innovation, organization and culture, communication, resources, dynamics, and adaptability.
{"title":"Extreme Schedule Strategies for Blitz Projects: Lessons from Specialty Field Hospitals During the COVID-19 Pandemic","authors":"Yongkui Li, He Chi, Mladen Radujkovic, Jianjun Wei, Xiyu Pan","doi":"10.1177/87569728231198782","DOIUrl":"https://doi.org/10.1177/87569728231198782","url":null,"abstract":"As global crises such as COVID-19 become more frequent, many projects, which can be called blitz projects, will need to be completed extremely quickly in response. However, there remains a lack of theoretical support for their implementation as well as systematic strategies for managing their schedules. This article examines the responses to COVID-19 by three specialty field hospitals in China. Through reviews and cross-analysis of the influential factors and practices, and their effects on extreme schedule management, this article proposes a systematic strategic framework including the elements of mission, solution and innovation, organization and culture, communication, resources, dynamics, and adaptability.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"32 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134970379","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 : 2023-09-12DOI: 10.1177/87569728231195587
Ruth Christine Lechler, Martine Huemann
Most of our workforce consists of members of Generation Y, making it necessary to understand their motivations to work on projects. In this article we investigate the motivation of young project professionals in the context of four case studies. Based on self-determination theory, we outline the Conceptual Model of Young Project Professional Motivation, which is comprised of autonomy, competence, relatedness, and purpose. The study offers several contributions to theory and practice. First, the article extends the understanding to self-determination theory by operationalizing the different needs of young project professionals in projects. Second, it explicitly adds the need for purpose as a central motivator to our theoretical understanding. Third, it puts the motivators in contexts and shows that these motivators have varying levels of importance in different project and organizational contexts. From a practice perspective, the study contributes to a better understanding of how to attract and retain young project professionals in organizations, for example, by fostering work environments and career opportunities that are aligned with their needs. We conclude this article with a research agenda.
{"title":"Motivation of Young Project Professionals: Their Needs for Autonomy, Competence, Relatedness, and Purpose","authors":"Ruth Christine Lechler, Martine Huemann","doi":"10.1177/87569728231195587","DOIUrl":"https://doi.org/10.1177/87569728231195587","url":null,"abstract":"Most of our workforce consists of members of Generation Y, making it necessary to understand their motivations to work on projects. In this article we investigate the motivation of young project professionals in the context of four case studies. Based on self-determination theory, we outline the Conceptual Model of Young Project Professional Motivation, which is comprised of autonomy, competence, relatedness, and purpose. The study offers several contributions to theory and practice. First, the article extends the understanding to self-determination theory by operationalizing the different needs of young project professionals in projects. Second, it explicitly adds the need for purpose as a central motivator to our theoretical understanding. Third, it puts the motivators in contexts and shows that these motivators have varying levels of importance in different project and organizational contexts. From a practice perspective, the study contributes to a better understanding of how to attract and retain young project professionals in organizations, for example, by fostering work environments and career opportunities that are aligned with their needs. We conclude this article with a research agenda.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"42 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135886404","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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