Pub Date : 2023-02-08DOI: 10.1177/87569728221150897
Jinying Xu, Weisheng Lu
This study aims to reveal the impacts of hierarchy steepness on intraorganizational coordination in project-based organizations (PBOs) at both organizational and individual levels. We discovered that hierarchy steepness has a positive correlation with organizational coordination intensity but a negative correlation with an individual’s coordination power. A steeper hierarchy is beneficial for intraorganizational coordination so, averagely, an individual’s coordination power weakens in well-coordinated organizations. The findings refuted previous arguments that took hierarchy as an obstacle to coordination and proved the functionality of a steeper hierarchy. They suggest PBOs steepen the hierarchical structure to improve intraorganizational coordination.
{"title":"How Does Hierarchy Steepness Affect Coordination in Project-Based Organizations? A Social Network Analysis","authors":"Jinying Xu, Weisheng Lu","doi":"10.1177/87569728221150897","DOIUrl":"https://doi.org/10.1177/87569728221150897","url":null,"abstract":"This study aims to reveal the impacts of hierarchy steepness on intraorganizational coordination in project-based organizations (PBOs) at both organizational and individual levels. We discovered that hierarchy steepness has a positive correlation with organizational coordination intensity but a negative correlation with an individual’s coordination power. A steeper hierarchy is beneficial for intraorganizational coordination so, averagely, an individual’s coordination power weakens in well-coordinated organizations. The findings refuted previous arguments that took hierarchy as an obstacle to coordination and proved the functionality of a steeper hierarchy. They suggest PBOs steepen the hierarchical structure to improve intraorganizational coordination.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"73 1","pages":"306 - 321"},"PeriodicalIF":5.0,"publicationDate":"2023-02-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83629007","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 : 2023-02-07DOI: 10.1177/87569728221140807
Mehwish Majeed, Muhammad Irshad, I. Khan, Imran Saeed
The current study aims to investigate the consequences of team mindfulness in project-based organizations by proposing team cohesion as an underlying mechanism and effective team leadership as a boundary condition through which team mindfulness promotes project team performance. Data were collected through a time-lagged survey from Pakistani employees (N = 379). The data supported the proposed model revealing that team mindfulness enhances team cohesion among employees, which increases project team performance and effective team leadership moderates this relationship. This study has identified the team-level factors that can be used by project managers to increase project team performance.
{"title":"The Impact of Team Mindfulness on Project Team Performance: The Moderating Role of Effective Team Leadership","authors":"Mehwish Majeed, Muhammad Irshad, I. Khan, Imran Saeed","doi":"10.1177/87569728221140807","DOIUrl":"https://doi.org/10.1177/87569728221140807","url":null,"abstract":"The current study aims to investigate the consequences of team mindfulness in project-based organizations by proposing team cohesion as an underlying mechanism and effective team leadership as a boundary condition through which team mindfulness promotes project team performance. Data were collected through a time-lagged survey from Pakistani employees (N = 379). The data supported the proposed model revealing that team mindfulness enhances team cohesion among employees, which increases project team performance and effective team leadership moderates this relationship. This study has identified the team-level factors that can be used by project managers to increase project team performance.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"50 1","pages":"162 - 178"},"PeriodicalIF":5.0,"publicationDate":"2023-02-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85349082","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 : 2023-02-01DOI: 10.1177/87569728231156250
{"title":"Thank You to the Reviewers of Project Management Journal®","authors":"","doi":"10.1177/87569728231156250","DOIUrl":"https://doi.org/10.1177/87569728231156250","url":null,"abstract":"","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"36 1","pages":"107 - 108"},"PeriodicalIF":5.0,"publicationDate":"2023-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76238748","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 : 2023-01-29DOI: 10.1177/87569728221147654
R. Müller, G. Locatelli
This editorial announces recent changes in the PMJ Editorial Board and discusses related changes to the journal moving forward. After five years of service, Gary Klein has decided to step down as Co-Editor-in-Chief. We (the authors) and the editorial board are taking this opportunity to thank Gary for his tremendous support and accomplishments during this time. The latter includes raising the Project Management Journal’s (PMJ) impact factor from 2.0 to 4.9 and improving the Scopus CiteScore to 61 out of 423 journals in business and international management, thus pushing the journal into the top 15% in this category. Gary has contributed to a significant internationalization of the editorial board, establishing a scientific committee and an editorial review board. He co-published 10 editorials to help potential and existing authors improve the quality of their submissions; pushed forward the journal’s presence in social media, including a YouTube channel (https://www. youtube.com/@projectmanagementjournal4610) and invented the thoughtlet article as a “shortcut” from the most senior academics to the project management research community. Moreover, Gary worked on joint activities of the International Journal of Project Management, the International Journal of Managing Projects in Business, and the Project Management Journal. These included several micro-conferences, contributing to the initiation of an academic project management society, and supporting the development of a project research manifesto. He accomplished all this, in addition to his activities for other journals, including establishing the Organizational Cybersecurity Journal. We wish Gary all the best in his new undertakings and welcome him as a new member of the PMJ Scientific Committee, where he will continue to support PMJ in its strategic direction.
{"title":"Changes in the Editorial Board of the Project Management Journal®","authors":"R. Müller, G. Locatelli","doi":"10.1177/87569728221147654","DOIUrl":"https://doi.org/10.1177/87569728221147654","url":null,"abstract":"This editorial announces recent changes in the PMJ Editorial Board and discusses related changes to the journal moving forward. After five years of service, Gary Klein has decided to step down as Co-Editor-in-Chief. We (the authors) and the editorial board are taking this opportunity to thank Gary for his tremendous support and accomplishments during this time. The latter includes raising the Project Management Journal’s (PMJ) impact factor from 2.0 to 4.9 and improving the Scopus CiteScore to 61 out of 423 journals in business and international management, thus pushing the journal into the top 15% in this category. Gary has contributed to a significant internationalization of the editorial board, establishing a scientific committee and an editorial review board. He co-published 10 editorials to help potential and existing authors improve the quality of their submissions; pushed forward the journal’s presence in social media, including a YouTube channel (https://www. youtube.com/@projectmanagementjournal4610) and invented the thoughtlet article as a “shortcut” from the most senior academics to the project management research community. Moreover, Gary worked on joint activities of the International Journal of Project Management, the International Journal of Managing Projects in Business, and the Project Management Journal. These included several micro-conferences, contributing to the initiation of an academic project management society, and supporting the development of a project research manifesto. He accomplished all this, in addition to his activities for other journals, including establishing the Organizational Cybersecurity Journal. We wish Gary all the best in his new undertakings and welcome him as a new member of the PMJ Scientific Committee, where he will continue to support PMJ in its strategic direction.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"6 1","pages":"3 - 6"},"PeriodicalIF":5.0,"publicationDate":"2023-01-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72738041","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}
Drawing on conservation of resources theory, our study investigates whether a project manager’s despotic leadership style influences project success directly and indirectly through the underlying mechanism of project team members’ emotional exhaustion. Additionally, the moderating role of project team members’ emotional intelligence (EI) between despotic leadership and emotional exhaustion is also examined. Data were collected from the project-based employees working in telecommunications organizations (n = 250) using a time-lagged survey in three waves. The result indicates that despotic leadership has a significant negative influence on project success, and emotional exhaustion partially mediates this relationship. Moreover, conforming to a rare line of inquiry that there is a dark side to being emotionally intelligent, our findings show that the effect of despotic leadership style on emotional exhaustion is stronger when a project team member is highly emotionally intelligent. We discuss the theoretical and practical implications of these findings.
{"title":"How a Despotic Project Manager Jeopardizes Project Success: The Role of Project Team Members’ Emotional Exhaustion and Emotional Intelligence","authors":"Khurram Shahzad, Rimsha Iqbal, Shazia Nauman, Raheela Shahzadi, Adeel Luqman","doi":"10.1177/87569728221145891","DOIUrl":"https://doi.org/10.1177/87569728221145891","url":null,"abstract":"Drawing on conservation of resources theory, our study investigates whether a project manager’s despotic leadership style influences project success directly and indirectly through the underlying mechanism of project team members’ emotional exhaustion. Additionally, the moderating role of project team members’ emotional intelligence (EI) between despotic leadership and emotional exhaustion is also examined. Data were collected from the project-based employees working in telecommunications organizations (n = 250) using a time-lagged survey in three waves. The result indicates that despotic leadership has a significant negative influence on project success, and emotional exhaustion partially mediates this relationship. Moreover, conforming to a rare line of inquiry that there is a dark side to being emotionally intelligent, our findings show that the effect of despotic leadership style on emotional exhaustion is stronger when a project team member is highly emotionally intelligent. We discuss the theoretical and practical implications of these findings.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"54 1","pages":"194 - 208"},"PeriodicalIF":5.0,"publicationDate":"2023-01-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89389465","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 : 2023-01-29DOI: 10.1177/87569728221148158
Yazan Alzoubi, G. Locatelli, T. Sainati
It is estimated that 40.3 million individuals are victims of modern slavery, including those exploited in projects. In project studies, there are growing research streams on topics, such as ethics, sustainability and fairness, yet modern slavery is vastly ignored. This article presents a systematic literature review on modern slavery. After summarizing the main forms and consequences of modern slavery, it focuses on construction projects explaining the structural conditions making construction projects prone to modern slavery, the kafala system, and what can be done to address modern slavery. Lastly, the article introduces propositions, a research agenda, and implications for practice.
{"title":"Modern Slavery in Projects: A Systematic Literature Review and Research Agenda","authors":"Yazan Alzoubi, G. Locatelli, T. Sainati","doi":"10.1177/87569728221148158","DOIUrl":"https://doi.org/10.1177/87569728221148158","url":null,"abstract":"It is estimated that 40.3 million individuals are victims of modern slavery, including those exploited in projects. In project studies, there are growing research streams on topics, such as ethics, sustainability and fairness, yet modern slavery is vastly ignored. This article presents a systematic literature review on modern slavery. After summarizing the main forms and consequences of modern slavery, it focuses on construction projects explaining the structural conditions making construction projects prone to modern slavery, the kafala system, and what can be done to address modern slavery. Lastly, the article introduces propositions, a research agenda, and implications for practice.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"25 1","pages":"235 - 252"},"PeriodicalIF":5.0,"publicationDate":"2023-01-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87619812","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 : 2023-01-08DOI: 10.1177/87569728221142229
A. Boonstra, Cees Reezigt
We examine how project complexity influences the choice of a project management strategy and present a framework that facilitates managers in selecting a suitable project management strategy. We distinguish the complexity of project domains from two dimensions, the degree of structural complexity and the degree of dynamic complexity, resulting in four generic project types. Four generic project management strategies are identified that match these project types. This complexity framework for project management allows key players to determine a better project management strategy and related practices given its content, the internal context, and the external environment.
{"title":"A Complexity Framework for Project Management Strategies","authors":"A. Boonstra, Cees Reezigt","doi":"10.1177/87569728221142229","DOIUrl":"https://doi.org/10.1177/87569728221142229","url":null,"abstract":"We examine how project complexity influences the choice of a project management strategy and present a framework that facilitates managers in selecting a suitable project management strategy. We distinguish the complexity of project domains from two dimensions, the degree of structural complexity and the degree of dynamic complexity, resulting in four generic project types. Four generic project management strategies are identified that match these project types. This complexity framework for project management allows key players to determine a better project management strategy and related practices given its content, the internal context, and the external environment.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"35 1","pages":"253 - 267"},"PeriodicalIF":5.0,"publicationDate":"2023-01-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73509060","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 : 2023-01-01DOI: 10.1007/978-3-031-25031-6
Edoardo Favari
{"title":"Project Management: Leading Change in the Age of Complexity","authors":"Edoardo Favari","doi":"10.1007/978-3-031-25031-6","DOIUrl":"https://doi.org/10.1007/978-3-031-25031-6","url":null,"abstract":"","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"58 1","pages":""},"PeriodicalIF":5.0,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80239571","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 : 2022-12-15DOI: 10.1177/87569728221135135
Douglas Havelka, X. Fang, T. Rajkumar
The impact of specific types of leadership behaviors on recovery processes and the success of troubled information technology projects was investigated. A theoretical model of leadership for troubled IT projects is proposed. Control and transformational leadership behaviors are hypothesized to affect different recovery processes and through these processes affect project success. A survey instrument based on previously validated theoretical constructs from the IT troubled projects and leadership research was used to gather data from project managers, team members, and project sponsors. The results indicate strong support for the proposed model. Implications for practitioners and researchers are suggested.
{"title":"Leadership and the Recovery of Troubled IT Projects","authors":"Douglas Havelka, X. Fang, T. Rajkumar","doi":"10.1177/87569728221135135","DOIUrl":"https://doi.org/10.1177/87569728221135135","url":null,"abstract":"The impact of specific types of leadership behaviors on recovery processes and the success of troubled information technology projects was investigated. A theoretical model of leadership for troubled IT projects is proposed. Control and transformational leadership behaviors are hypothesized to affect different recovery processes and through these processes affect project success. A survey instrument based on previously validated theoretical constructs from the IT troubled projects and leadership research was used to gather data from project managers, team members, and project sponsors. The results indicate strong support for the proposed model. Implications for practitioners and researchers are suggested.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"13 1","pages":"149 - 161"},"PeriodicalIF":5.0,"publicationDate":"2022-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72853243","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：