Pub Date : 2023-05-07DOI: 10.1177/87569728231166583
J. C. Tsai, Randi Jiang, J. Chang, Tim Yueh-Ying Wu
Learning is a fundamental aspect of innovative new product development (NPD), and research shows that failures are a source of learning in NPD programs. However, little is known about the role of learning from successful experiences. We develop a model for learning from both success and failure, based on the characteristics of multiteam systems (MTS) and product complexity. Quantitative analysis of 167 NPD programs organized as MTS suggests that learning from success is crucial for NPD innovation at all levels of product complexity, while the effectiveness of learning from failure diminishes with increasing product complexity. Qualitative interviews provide further insights.
{"title":"Interteam Learning in Multiteam New Product Development Programs","authors":"J. C. Tsai, Randi Jiang, J. Chang, Tim Yueh-Ying Wu","doi":"10.1177/87569728231166583","DOIUrl":"https://doi.org/10.1177/87569728231166583","url":null,"abstract":"Learning is a fundamental aspect of innovative new product development (NPD), and research shows that failures are a source of learning in NPD programs. However, little is known about the role of learning from successful experiences. We develop a model for learning from both success and failure, based on the characteristics of multiteam systems (MTS) and product complexity. Quantitative analysis of 167 NPD programs organized as MTS suggests that learning from success is crucial for NPD innovation at all levels of product complexity, while the effectiveness of learning from failure diminishes with increasing product complexity. Qualitative interviews provide further insights.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"13 1","pages":"543 - 560"},"PeriodicalIF":5.0,"publicationDate":"2023-05-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73519105","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 : 2023-03-29DOI: 10.1177/87569728231151930
Tabea Augner, C. Schermuly
This article tested a moderated mediation process to explain the relationship between agile project management and emotional exhaustion. By transferring traditional stress theories to the agile context, work-related stress was introduced as a mediator, and the moderating effects of social competence, perceived team support, and a culture for psychological empowerment were evaluated. The results of two complementary field studies with 307 project employees indicated that higher levels of agile project management lowered project employees’ emotional exhaustion by reducing their work-related stress levels. This negative indirect relationship is significantly stronger when the organization fosters a culture for psychological empowerment.
{"title":"Agile Project Management and Emotional Exhaustion: A Moderated Mediation Process","authors":"Tabea Augner, C. Schermuly","doi":"10.1177/87569728231151930","DOIUrl":"https://doi.org/10.1177/87569728231151930","url":null,"abstract":"This article tested a moderated mediation process to explain the relationship between agile project management and emotional exhaustion. By transferring traditional stress theories to the agile context, work-related stress was introduced as a mediator, and the moderating effects of social competence, perceived team support, and a culture for psychological empowerment were evaluated. The results of two complementary field studies with 307 project employees indicated that higher levels of agile project management lowered project employees’ emotional exhaustion by reducing their work-related stress levels. This negative indirect relationship is significantly stronger when the organization fosters a culture for psychological empowerment.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"20 1","pages":"491 - 507"},"PeriodicalIF":5.0,"publicationDate":"2023-03-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72773677","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 : 2023-03-28DOI: 10.1177/87569728231164353
Jiwat Ram, T. Dolla
We report three-pronged findings on the application of leadership and visionary capabilities to make projects resilient. The data collected through 33 qualitative interviews were analyzed using NVivo. The results show that project staff applied visionary and leadership capabilities using several means and to varying degrees. However, a sense of confusion and a lack of awareness prevail among the staff about their need to possess these capabilities. The recommendations are that both mindsets and methods need to change to develop these capabilities. Advancing project resilience literature, the findings introduce the role of leadership and visionary capabilities in building resilience.
{"title":"Investigating the Leadership and Visionary Capabilities to Make Projects Resilient: Processes, Challenges, and Recommendations","authors":"Jiwat Ram, T. Dolla","doi":"10.1177/87569728231164353","DOIUrl":"https://doi.org/10.1177/87569728231164353","url":null,"abstract":"We report three-pronged findings on the application of leadership and visionary capabilities to make projects resilient. The data collected through 33 qualitative interviews were analyzed using NVivo. The results show that project staff applied visionary and leadership capabilities using several means and to varying degrees. However, a sense of confusion and a lack of awareness prevail among the staff about their need to possess these capabilities. The recommendations are that both mindsets and methods need to change to develop these capabilities. Advancing project resilience literature, the findings introduce the role of leadership and visionary capabilities in building resilience.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"5 1","pages":"523 - 542"},"PeriodicalIF":5.0,"publicationDate":"2023-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84279498","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 : 2023-03-15DOI: 10.1177/87569728221145927
Elieti Biques Fernandes, D. Wegner, Guido Möllering
This article proposes a theoretical–conceptual model that describes how the governance of collaborative interorganizational projects (IOPs) develops over time. The model is based on empirical insights from a process-based study, which reveals that IOP governance relies on key partners as holders of a project’s capacity for specialization, centralization, coordination, and control over time. The results also show that trust and interpersonal relationships are essential elements for effective governance and the generation of relational rents. Moreover, relational factors help compensate for the destabilization of the governance configuration in case of unexpected events. These insights contribute to a theory of successful IOP management as a matter of dynamic governance.
{"title":"Governance of Interorganizational Projects: A Process-Based Approach Applied to a Latin American–European Case","authors":"Elieti Biques Fernandes, D. Wegner, Guido Möllering","doi":"10.1177/87569728221145927","DOIUrl":"https://doi.org/10.1177/87569728221145927","url":null,"abstract":"This article proposes a theoretical–conceptual model that describes how the governance of collaborative interorganizational projects (IOPs) develops over time. The model is based on empirical insights from a process-based study, which reveals that IOP governance relies on key partners as holders of a project’s capacity for specialization, centralization, coordination, and control over time. The results also show that trust and interpersonal relationships are essential elements for effective governance and the generation of relational rents. Moreover, relational factors help compensate for the destabilization of the governance configuration in case of unexpected events. These insights contribute to a theory of successful IOP management as a matter of dynamic governance.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"34 1","pages":"219 - 234"},"PeriodicalIF":5.0,"publicationDate":"2023-03-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77299577","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 : 2023-03-09DOI: 10.1177/87569728221150436
M. Hofman, Grzegorz Grela, Magdalena Oronowicz
Drawing on leadership theory, this research verified what makes shared leadership an effective form of leadership for agile project teams, and whether using it influences the outcomes achieved by such teams as well as the more distal outcomes. Survey data were collected from 251 members of agile project teams implementing projects of an iterative and incremental character. Structural equation modeling (PLS-SEM) was adopted to test the hypotheses. Our research confirms that shared leadership is an effective form of leadership for agile project teams whose members are empowered to engage in leadership functions or processes. The findings confirm a positive direct impact of shared leadership on the performance of agile project teams and indirect impact on project efficiency and effectiveness. The research results also confirm the influence of project team–related contextual moderators on shared leadership inputs and outputs. The study contributes to leadership theory in the plural leadership research stream and confirms the shift from individual leadership to collective leadership as a result of the growing popularity of the agility paradigm.
{"title":"Impact of Shared Leadership Quality on Agile Team Productivity and Project Results","authors":"M. Hofman, Grzegorz Grela, Magdalena Oronowicz","doi":"10.1177/87569728221150436","DOIUrl":"https://doi.org/10.1177/87569728221150436","url":null,"abstract":"Drawing on leadership theory, this research verified what makes shared leadership an effective form of leadership for agile project teams, and whether using it influences the outcomes achieved by such teams as well as the more distal outcomes. Survey data were collected from 251 members of agile project teams implementing projects of an iterative and incremental character. Structural equation modeling (PLS-SEM) was adopted to test the hypotheses. Our research confirms that shared leadership is an effective form of leadership for agile project teams whose members are empowered to engage in leadership functions or processes. The findings confirm a positive direct impact of shared leadership on the performance of agile project teams and indirect impact on project efficiency and effectiveness. The research results also confirm the influence of project team–related contextual moderators on shared leadership inputs and outputs. The study contributes to leadership theory in the plural leadership research stream and confirms the shift from individual leadership to collective leadership as a result of the growing popularity of the agility paradigm.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"70 1","pages":"285 - 305"},"PeriodicalIF":5.0,"publicationDate":"2023-03-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82207724","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 : 2023-03-09DOI: 10.1177/87569728231157088
N. Mubarak, Jabran Khan, Ossi Pesämaa
This study examines the role of passive project leadership in project success. The article deduces a theoretical model implying that passive project manager leadership behavior affects the success of information technology projects, directly and indirectly, via employees’ creativity. Self-regulation is proposed as a mitigating factor to minimize the destructive effects of passive leadership on creativity. The current study is based on a quantitative research design. A time lag design was used to collect data from 347 respondents working on information technology projects in Pakistan. SmartPLS was used for data analysis. The findings demonstrated that although passive leadership appears in flat organizations, it can have a negative impact on project success via creativity. Additionally, if the person is self-regulatory, it will not alter the results. The study added to the project management body of knowledge by confirming that a strong leadership role, instead of a passive one, is essential to boosting the creativity of project personnel. A passive leader remains inactive during situations where a strong leader is needed; however, self-regulation on the part of employees proved insufficient to propel a project toward success.
{"title":"Lord of the Flies in Project-Based Organizations: The Role of Passive Leadership on Creativity and Project Success","authors":"N. Mubarak, Jabran Khan, Ossi Pesämaa","doi":"10.1177/87569728231157088","DOIUrl":"https://doi.org/10.1177/87569728231157088","url":null,"abstract":"This study examines the role of passive project leadership in project success. The article deduces a theoretical model implying that passive project manager leadership behavior affects the success of information technology projects, directly and indirectly, via employees’ creativity. Self-regulation is proposed as a mitigating factor to minimize the destructive effects of passive leadership on creativity. The current study is based on a quantitative research design. A time lag design was used to collect data from 347 respondents working on information technology projects in Pakistan. SmartPLS was used for data analysis. The findings demonstrated that although passive leadership appears in flat organizations, it can have a negative impact on project success via creativity. Additionally, if the person is self-regulatory, it will not alter the results. The study added to the project management body of knowledge by confirming that a strong leadership role, instead of a passive one, is essential to boosting the creativity of project personnel. A passive leader remains inactive during situations where a strong leader is needed; however, self-regulation on the part of employees proved insufficient to propel a project toward success.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"20 1","pages":"508 - 522"},"PeriodicalIF":5.0,"publicationDate":"2023-03-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76748025","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 : 2023-02-22DOI: 10.1177/87569728231159324
R. Müller, G. Locatelli
We continue the series of editorials with guidance for future submissions to Project Management Journal (PMJ). The series started in the October 2018 issue with recommendations to help authors establish a theoretical contribution relevant to project studies. Many other subjects followed and are available at https://journals.sagepub.com/topic/collections-pmx/pmx-1author_resources/pmx. This editorial continues this discussion and focuses on the information required to interpret research findings or theories: philosophical stance and the theoretical lens taken during the study. With this editorial, we want to encourage prospective authors to unambiguously report their onto-epistemological choices and chosen theoretical perspective(s) in their submissions to PMJ. We (the editors) acknowledge our research community’s varying levels of knowledge about ontology and epistemology due to differences in cultures and traditions in scientific fields such as natural versus social science. No matter the scientific tradition a submission emerges from, the impact of onto-epistemological choices on study design and interpretation of research results should be clearly presented and justified in the paper. We have split this editorial into two parts. The first part discusses the need to clarify underlying philosophy and theoretical perspectives and is written for all potential readers of this editorial. The second part describes the concepts of ontology and epistemology in more detail, thus providing an update for readers feeling less familiar with these concepts. For those readers, we also provide some Recommended Readings at the end of this editorial.
{"title":"Philosophical Stances and Theoretical Perspectives in Submissions to Project Management Journal®","authors":"R. Müller, G. Locatelli","doi":"10.1177/87569728231159324","DOIUrl":"https://doi.org/10.1177/87569728231159324","url":null,"abstract":"We continue the series of editorials with guidance for future submissions to Project Management Journal (PMJ). The series started in the October 2018 issue with recommendations to help authors establish a theoretical contribution relevant to project studies. Many other subjects followed and are available at https://journals.sagepub.com/topic/collections-pmx/pmx-1author_resources/pmx. This editorial continues this discussion and focuses on the information required to interpret research findings or theories: philosophical stance and the theoretical lens taken during the study. With this editorial, we want to encourage prospective authors to unambiguously report their onto-epistemological choices and chosen theoretical perspective(s) in their submissions to PMJ. We (the editors) acknowledge our research community’s varying levels of knowledge about ontology and epistemology due to differences in cultures and traditions in scientific fields such as natural versus social science. No matter the scientific tradition a submission emerges from, the impact of onto-epistemological choices on study design and interpretation of research results should be clearly presented and justified in the paper. We have split this editorial into two parts. The first part discusses the need to clarify underlying philosophy and theoretical perspectives and is written for all potential readers of this editorial. The second part describes the concepts of ontology and epistemology in more detail, thus providing an update for readers feeling less familiar with these concepts. For those readers, we also provide some Recommended Readings at the end of this editorial.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"46 1","pages":"111 - 115"},"PeriodicalIF":5.0,"publicationDate":"2023-02-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80005911","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 : 2023-02-19DOI: 10.1177/87569728231152419
Abdulla Abdulaziz Al Subaie, M. Faisal, B. Aouni, L. Sabir
The aim of this article is to present a novel framework that integrates the strategic dimensions of sustainability and the ISO 21500 standard to evaluate and select subcontractors for megaprojects. ISO 21500 processes were utilized to develop benefits, opportunities, costs, and risks subnets, whereas triple-bottom line sustainability dimensions were used as strategic criteria. Subsequently, the Analytic Network Process was used to examine the proposed framework for the Qatar Rail megaproject. The proposed framework supports organizations dealing with megaprojects to align their subcontractor selection with ISO 21500 and achieve ecological and social objectives alongside the project’s stipulated economic benefits.
{"title":"ISO 21500 and the Sustainability Focused ANP-BOCR Framework for Subcontractor Selection in Megaprojects","authors":"Abdulla Abdulaziz Al Subaie, M. Faisal, B. Aouni, L. Sabir","doi":"10.1177/87569728231152419","DOIUrl":"https://doi.org/10.1177/87569728231152419","url":null,"abstract":"The aim of this article is to present a novel framework that integrates the strategic dimensions of sustainability and the ISO 21500 standard to evaluate and select subcontractors for megaprojects. ISO 21500 processes were utilized to develop benefits, opportunities, costs, and risks subnets, whereas triple-bottom line sustainability dimensions were used as strategic criteria. Subsequently, the Analytic Network Process was used to examine the proposed framework for the Qatar Rail megaproject. The proposed framework supports organizations dealing with megaprojects to align their subcontractor selection with ISO 21500 and achieve ecological and social objectives alongside the project’s stipulated economic benefits.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"58 1","pages":"474 - 490"},"PeriodicalIF":5.0,"publicationDate":"2023-02-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77579138","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 : 2023-02-08DOI: 10.1177/87569728221148666
Mahmoud Ershadi, Marcus Jefferies, P. Davis, M. Mojtahedi
The contemporary literature emphasizes a need to delve into how project management offices (PMOs) can be effectively operated in construction organizations by embedding integrated project management rather than relying on stand-alone project controls. However, capabilities for running high-performing PMOs in this complex industry are still unknown to this growing body of knowledge, which is considered a barrier to the realization of their full potential. To address this gap, the current research explores a factor structure for core capabilities using a cross-validation method with survey data from 395 experts in general contracting organizations. The results revealed that the five-factor measurement model encompasses constructs of competent human resources and supportive culture, strategic alignment, delivery support, knowledge management, and leveraging organizational capabilities. This study extends the current literature by establishing a new measurement model explaining the dimensionality of PMO capabilities.
{"title":"Modeling the Capabilities of High-Performing Project Management Offices in General Contracting Companies","authors":"Mahmoud Ershadi, Marcus Jefferies, P. Davis, M. Mojtahedi","doi":"10.1177/87569728221148666","DOIUrl":"https://doi.org/10.1177/87569728221148666","url":null,"abstract":"The contemporary literature emphasizes a need to delve into how project management offices (PMOs) can be effectively operated in construction organizations by embedding integrated project management rather than relying on stand-alone project controls. However, capabilities for running high-performing PMOs in this complex industry are still unknown to this growing body of knowledge, which is considered a barrier to the realization of their full potential. To address this gap, the current research explores a factor structure for core capabilities using a cross-validation method with survey data from 395 experts in general contracting organizations. The results revealed that the five-factor measurement model encompasses constructs of competent human resources and supportive culture, strategic alignment, delivery support, knowledge management, and leveraging organizational capabilities. This study extends the current literature by establishing a new measurement model explaining the dimensionality of PMO capabilities.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"20 1","pages":"268 - 284"},"PeriodicalIF":5.0,"publicationDate":"2023-02-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81301454","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 : 2023-02-08DOI: 10.1177/87569728221143049
Dicle Kortantamer
This article examines how stakeholders contribute to leading a project. Using a longitudinal study of a project embedded in a public project portfolio, the article uncovers a leadership configuration in which project portfolio and project actors come together in four patterns: top-down influence, transactional exchange, pooled leadership, and co-leadership. This configuration reveals integrated leadership units, the possibility of senior managers to both constrain and channel project manager contributions, and a wider variety of leadership patterns in horizontal and vertical relationships. These insights offer a more comprehensive account of distributed leadership that contributes to the development of leadership capacity in projects.
{"title":"Distributed Leadership in Projects: The Contributions of Stakeholders","authors":"Dicle Kortantamer","doi":"10.1177/87569728221143049","DOIUrl":"https://doi.org/10.1177/87569728221143049","url":null,"abstract":"This article examines how stakeholders contribute to leading a project. Using a longitudinal study of a project embedded in a public project portfolio, the article uncovers a leadership configuration in which project portfolio and project actors come together in four patterns: top-down influence, transactional exchange, pooled leadership, and co-leadership. This configuration reveals integrated leadership units, the possibility of senior managers to both constrain and channel project manager contributions, and a wider variety of leadership patterns in horizontal and vertical relationships. These insights offer a more comprehensive account of distributed leadership that contributes to the development of leadership capacity in projects.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"1 1","pages":"179 - 193"},"PeriodicalIF":5.0,"publicationDate":"2023-02-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79989210","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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