International Journal of Project Management最新文献

Empowering project team to perform: Directive and facilitative antecedents 增强项目团队的执行力：指导性和促进性前因

IF 7.4 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2024-11-01 DOI: 10.1016/j.ijproman.2024.102651

Qiuwen Ma , Sai On Cheung , Liuying Zhu

This study examines the conditions for enhancing the psychological empowerment of a development project team. Drawing on the social exchange theory and the literature on empowerment, we conceptualize two forms of empowerment antecedents: directive and facilitative. We analysed project-specific data on empowering practices and project performance using structural equation modelling. We found that both directive and facilitative antecedents psychologically empowered the project team. Furthermore, team diversity and participative employers moderate the effect of psychological empowerment on substantive project performance but not on innovation development. Financial incentives strengthen the facilitative antecedent-psychological empowerment relationship. This study contributes to project management literature by introducing project team-oriented empowerment antecedents and validating the conditions that affect psychological empowerment. In practice, while employers are instrumental in crystallising project goals and responsibilities, a psychologically empowered team should have the autonomy to determine the best way to develop innovations.

本研究探讨了增强发展项目团队心理授权的条件。我们借鉴社会交换理论和有关赋权的文献，将两种形式的赋权前因概念化：指令性赋权和促进性赋权。我们使用结构方程模型分析了关于赋权实践和项目绩效的具体项目数据。我们发现，指导性和促进性前因都能从心理上增强项目团队的能力。此外，团队多样性和参与性雇主会缓和心理授权对实质性项目绩效的影响，但不会影响创新发展。经济激励加强了促进性前因与心理授权之间的关系。本研究通过引入以项目团队为导向的赋权前因和验证影响心理赋权的条件，为项目管理文献做出了贡献。在实践中，虽然雇主在明确项目目标和责任方面发挥着重要作用，但心理授权团队应拥有自主权，以确定开发创新的最佳方式。

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引用次数: 0

When project outcomes matter: Organizational integration in managing long-term target benefits 当项目成果很重要时：管理长期目标效益的组织整合

IF 7.4 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2024-11-01 DOI: 10.1016/j.ijproman.2024.102648

Tom Olsson , Karlos Artto , Alexandra Hauhia , Santeri Kivinen

We build on the research on managing long-term benefits by focusing on the management of outcomes during project execution through the theoretical lens of organizational integration research. Our research question is as follows: How can organizations arrange integration among organizational levels, functions, and projects to ensure the effective development of project outcomes and long-term target benefits? To address this question, we conducted a single case study with the Finnish Defence Forces (FDF) and four defense system projects as embedded cases. Our study provides new knowledge on project benefits management in three distinct areas: the integration mechanisms connecting projects, executives, and functions throughout project execution; effective information processing mechanisms for managing the development of outcomes; and the rhythmic initiation of new projects based on improved knowledge from ongoing projects. Based on our findings, we develop a model that covers project-to-organization, organization-to-project, and project-to-project interactions.

我们在长期效益管理研究的基础上，通过组织整合研究的理论视角，重点关注项目执行过程中的成果管理。我们的研究问题如下：组织如何安排组织层级、职能和项目之间的整合，以确保项目成果和长期目标效益的有效发展？为了解决这个问题，我们以芬兰国防军（FDF）和四个国防系统项目为嵌入案例，开展了一项单一案例研究。我们的研究在三个不同的领域为项目效益管理提供了新的知识：在整个项目执行过程中连接项目、执行人员和职能部门的整合机制；管理成果发展的有效信息处理机制；以及基于从正在进行的项目中改进的知识有节奏地启动新项目。根据我们的研究结果，我们建立了一个模型，涵盖了项目与组织、组织与项目以及项目与项目之间的互动。

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引用次数: 0

Struggling with strategizing in public client organisations: Managing strategic projects in inter-organisational contexts 在公共客户组织中努力制定战略：在组织间环境中管理战略项目

IF 7.4 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2024-10-01 DOI: 10.1016/j.ijproman.2024.102645

Susanna Hedborg , Emilia Nilsson Vestola , Anna Kadefors

The efficiency of using strategic projects to accelerate long-term change is questioned, especially in inter-organisational contexts. Strategic projects operationalised in inter-organisational contexts are decoupled from the parent – permanent – organisation, creating a need for project actors to manage in-between. The aim of this paper is to increase the understanding of practices for managing strategic projects in inter-organisational contexts, initiated by public client organisations. Applying a practice perspective, this paper presents a case study exploring a strategic project to test collaborative contracting in road maintenance contracts for a public infrastructure client in Sweden. The findings revealed a lack of structure regarding both participation and responsibilities, as well as uncertainties and ambiguities with respect to the goal of the strategic change. The study shows how strategic practices move from central units at the permanent organisational level to the contract level where the strategic project is operationalised and tested, isolating the project and making project actors act as middle managers in-between the project and parent organisation. Thus, the study contributes with a discussion on the efficiency of strategizing through projects in public organisations, especially those operating in a network of suppliers through outsourcing.

利用战略项目加速长期变革的效率受到质疑，特别是在组织间环境中。在组织间背景下实施的战略项目与母体--常设--组织脱钩，这就需要项目参与者在两者之间进行管理。本文旨在加深对公共客户组织发起的跨组织战略项目管理实践的理解。本文从实践的角度出发，介绍了一项案例研究，探讨了瑞典一家公共基础设施客户在道路维护合同中测试合作承包的战略项目。研究结果表明，该项目在参与和责任方面缺乏结构性，在战略变革的目标方面也存在不确定性和模糊性。研究表明，战略实践是如何从常设组织层面的中央单位转移到合同层面的，在合同层面，战略项目被操作和测试，项目被孤立，项目参与者成为项目和上级组织之间的中间管理者。因此，本研究有助于讨论公共组织通过项目制定战略的效率，特别是那些通过外包在供应商网络中运营的组织。

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引用次数: 0

Projects as drivers of sustainability: How the adoption of the reuse principle affects the front-end of a construction project 项目是可持续发展的驱动力：采用重复使用原则如何影响建筑项目的前端工作

IF 7.4 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2024-10-01 DOI: 10.1016/j.ijproman.2024.102647

Matias Rokio, Tuomas Ahola, Lauri Alkki, Matias Ståhle

Project research has long considered sustainability, but more knowledge is needed about how projects can drive the sustainability transition. In the context of project business, the circular economy (CE) principle of reuse displays considerable potential for reducing resource usage. The front-end of a project is a critical phase as the value potential of the project depends on how project actors commit to its objectives, such as sustainability. In this study, we elaborate on how value creation and actor roles are affected during the front-end of a demonstration project that applies the reuse principle in construction. We show that as a project applies this principle, project actors must assume different roles during the front-end and that new types of values emerge through knowledge-sharing, joint development of new practices, and new business opportunities. Based on our observations, we argue that reusing concrete elements has the potential to create significant environmental and economic value and despite several remaining barriers, it could contribute to a wider systemic sustainability transition.

长期以来，项目研究一直在考虑可持续发展问题，但对于项目如何推动可持续发展转型还需要更多了解。就项目业务而言，循环经济（CE）的再利用原则在减少资源使用方面具有相当大的潜力。项目的前端是一个关键阶段，因为项目的价值潜力取决于项目参与者如何致力于实现其目标，如可持续性。在本研究中，我们详细阐述了在建筑中应用重复使用原则的示范项目的前端阶段，价值创造和参与者角色是如何受到影响的。我们表明，随着项目应用这一原则，项目参与者必须在前端阶段承担不同的角色，并通过知识共享、共同开发新的实践和新的商业机会产生新的价值类型。根据我们的观察，我们认为混凝土构件的再利用有可能创造巨大的环境和经济价值，尽管还存在一些障碍，但它可以为更广泛的系统性可持续性转型做出贡献。

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引用次数: 0

Dynamics of multi-level programme integration in a strategic programme: The case of the COVID-19 vaccination campaign in France 战略计划中多层次计划整合的动态：法国 COVID-19 疫苗接种活动案例

IF 7.4 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2024-10-01 DOI: 10.1016/j.ijproman.2024.102638

Pierre A. Daniel

Our human societies are facing major challenges (climate change, pandemics) to which the scientific field of project management is trying to provide answers. Work on the projectification and programmification of society confirms that projects and programmes are privileged organisational forms that contribute to the transformation of socio-technical systems responsible for the main functions of our economies. The aim of this article is to analyse the interaction dynamics of programme integration in project systems and operational systems within the COVID-19 vaccination campaign in France, which enabled the rapid and effective transition to a global vaccine supply chain capable of immunising 80 % of the French population. Our results present a model of multi-level programme integration dynamics resulting from two systems integration mechanisms: macro-micro systems integration and meso-micro systems integration. These results show that the lifecycles of project systems and operational systems were intertwined during the vaccination campaign, combining systems integration and operational integration through a dynamic of destabilisation and adaptation. This entanglement enabled major functional changes in the French vaccination chain. Our approach is original in that it sheds light on the relationships that exist at the boundary between projects and operations, which are organised as socio-technical systems. The challenges posed by the need to transform such systems open promising research prospects for the management of strategic programmes with a societal impact.

人类社会正面临重大挑战（气候变化、大流行病），项目管理科学领域正试图对此提供答案。有关社会项目化和项目计划化的研究证实，项目和计划是一种特殊的组织形式，有助于社会技术系统的转型，而社会技术系统负责我们经济的主要功能。本文旨在分析法国 COVID-19 疫苗接种运动中项目系统和运营系统中计划整合的互动动态，该运动使全球疫苗供应链快速有效地过渡到能够为 80% 的法国人口提供免疫接种。我们的研究结果提出了一个多层次计划整合动态模型，该模型由两种系统整合机制产生：宏观-微观系统整合和中观-微观系统整合。这些结果表明，在疫苗接种活动期间，项目系统和业务系统的生命周期相互交织，通过不稳定和适应的动态过程将系统集成和业务集成结合在一起。这种纠缠使法国疫苗接种链的功能发生了重大变化。我们的方法具有独创性，因为它揭示了项目与业务之间的边界关系，而项目与业务是作为社会技术系统组织起来的。改造此类系统的需求所带来的挑战为管理具有社会影响的战略计划开辟了广阔的研究前景。

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引用次数: 0

Broadening project studies to address sustainability transitions: Conceptual suggestions and crossovers with socio-technical transitions research 拓宽项目研究，解决可持续性过渡问题：概念建议以及与社会技术转型研究的交叉点

IF 7.4 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2024-10-01 DOI: 10.1016/j.ijproman.2024.102646

Frank W. Geels , Giorgio Locatelli

Academic and socio-political interest in sustainability transitions, which are decades-long change processes in socio-technical systems, is rapidly increasing. To further engage with this topic, this essay suggests that project studies should continue its trend of conceptual broadening that has characterised the field in the past decade. Using the Multi-Level Perspective on socio-technical transitions as a meta-framework, this essay identifies and discusses the important roles of incremental improvement projects, exploratory projects, deployment projects, reorientation projects, and decommissioning projects in sustainability transitions. The essay also discusses crossovers with socio-technical transitions research and makes specific conceptual suggestions for broadening research on the different kinds of projects, programmes and portfolios.

可持续性转型是社会技术系统长达数十年的变革过程，学术界和社会政治界对这一问题的兴趣正在迅速增长。为了进一步探讨这一主题，本文建议项目研究应继续保持过去十年中该领域的概念拓宽趋势。本文以社会技术转型的多层次视角为元框架，确定并讨论了渐进式改进项目、探索性项目、部署项目、重新定位项目和退役项目在可持续性转型中的重要作用。文章还讨论了与社会技术转型研究的交叉问题，并提出了具体的概念建议，以拓宽对不同类型项目、计划和组合的研究。

引用次数: 0

The stress-inducing potential of inclusive leadership: Does resilience help? 包容性领导的潜在压力：复原力有帮助吗？

IF 7.4 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2024-10-01 DOI: 10.1016/j.ijproman.2024.102650

Dr. Khansa Zaman , Dr. Ahmad Nabeel Siddiquei , Dr. Kamal Badar , Mr. Amer Riaz Qureshi

This study leverages the Conservation of Resource theory to investigate how project managers’ inclusive leadership might contribute to their stress through role overload while also considering how their resilience might lessen this stress. Drawing on multi-wave data from 436 leader-member dyads across various project-based sectors, including IT, construction, NGOs, and the petroleum industry, our analysis indicates a positive link between project managers’ inclusive leadership and stress, mediated by role overload. Notably, the study highlights that higher levels of resilience can reduce the effect of project managers’ inclusive leadership on stress. Our study contributes to the understanding of inclusive leadership's effects on leaders themselves, which has been a less-focused area of research within project management. Additionally, the study shows that the pursuit of inclusivity takes a toll on the project manager through increased role overload if they lack the resilience to buffer the stress-inducing potential of inclusive leadership.

本研究利用 "资源保护 "理论，研究项目经理的包容性领导力如何通过角色超负荷来增加他们的压力，同时考虑他们的抗压能力如何减轻这种压力。我们利用来自不同项目领域（包括 IT、建筑、非政府组织和石油行业）的 436 个领导者-成员二元组的多波数据进行分析，结果表明，项目经理的包容性领导与压力之间存在正向联系，并以角色超负荷为中介。值得注意的是，本研究强调，较高的抗压能力可以降低项目经理的包容性领导对压力的影响。我们的研究有助于人们了解包容性领导对领导者自身的影响，而这一直是项目管理中较少关注的研究领域。此外，研究还表明，如果项目经理缺乏抗压能力来缓冲包容性领导可能带来的压力，那么他们在追求包容性的过程中就会因角色超负荷而付出代价。

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引用次数: 0

Stakeholder engagement: Theoretical and methodological directions for project scholarship 利益相关者的参与：项目学术研究的理论和方法方向

IF 7.4 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2024-10-01 DOI: 10.1016/j.ijproman.2024.102649

Kirsi Aaltonen , Roya Derakhshan , Francesco Di Maddaloni , Rodney Turner

In our introduction to this Special Issue on Project Stakeholder Engagement, we emphasize the imperative for a deeper understanding of stakeholder phenomena in the context of temporary organizations. Our argument addresses the growing need for organizational strategies that focus on more inclusive approaches, the moral foundations of stakeholder thinking, and the necessity of considering marginalized groups. Recent debates in management and organizational scholarship have conveyed a key message to organizations: the need for them to contribute to a more cohesive and sustainable world. However, this paradigm shift from stakeholder ‘management’ to ‘engagement’ also presents new challenges for (project) organizations as they seek to address and balance the needs and demands of multiple stakeholders. Such approaches require more collaborative and inclusive structures to tackle pressing social issues and to recognize a broader array of stakeholders in value-creation processes. Against this backdrop, the focus of this Special Issue is on advancing theory and evidence related to the nature, aims, processes, and consequences of stakeholder engagement in temporary organizations. We summarize the contributions of each of the six articles that make up this Special Issue, noting in particular their methodological and theoretical diversity. In conclusion, we propose a future research agenda on project stakeholder engagement, inspired by the ideas and insights developed in this Special Issue.

在本期 "项目利益相关者参与 "特刊的导言中，我们强调了在临时组织背景下深入理解利益相关者现象的必要性。我们的论点是，组织战略越来越需要注重更具包容性的方法、利益相关者思维的道德基础以及考虑边缘化群体的必要性。近期管理和组织学术界的辩论向组织传达了一个重要信息：组织需要为建立一个更具凝聚力和可持续发展的世界做出贡献。然而，这种从利益相关者 "管理 "到 "参与 "的范式转变也给（项目）组织带来了新的挑战，因为它们要设法解决和平衡多个利益相关者的需求和要求。这种方法需要更具协作性和包容性的结构，以解决紧迫的社会问题，并在价值创造过程中认可更广泛的利益相关者。在此背景下，本特刊的重点是推进与临时组织中利益相关者参与的性质、目的、过程和后果相关的理论和证据。我们总结了构成本特刊的六篇文章各自的贡献，特别指出了它们在方法和理论上的多样性。最后，在本特刊所提出的观点和见解的启发下，我们提出了关于项目利益相关者参与的未来研究议程。

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引用次数: 0

Adopting active or passive leadership in project-based organizations? The role of inclusive leadership in remote work environment 在基于项目的组织中采用主动领导还是被动领导？包容性领导在远程工作环境中的作用

IF 7.4 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2024-08-01 DOI: 10.1016/j.ijproman.2024.102623

Guiwei Ding , Xu Ren , Fanghong Lin

Currently, there is an academic debate on whether managers adopt active or passive leadership can enhance employees’ work performance in project-based organizations. This study introduces an inclusive leadership perspective to address this issue. Questionnaire survey was used to validate the theoretical model with data from Chinese project-based organizations. The findings reveal that managers’ adoption of active or passive leadership depends on employees’ work environment and their psychological traits. Inclusive leadership which combines the active and passive characteristics can enhance remote work performance, through improving employees’ self-leadership and reducing their family-work conflict. Results also indicate that employees’ psychological resilience stimulated by the adversities is a critical factor for mitigating the impact of family-work conflict on remote work performance. Additionally, this study highlights the issue of gender differences among employee in remote work context. Finally, this study provides valuable managerial suggestions for managers in project-based organizations to improve employees’ remote work performance.

目前，关于在项目型组织中，管理者采用主动领导还是被动领导能够提高员工的工作绩效，学术界还存在争论。本研究引入了包容性领导视角来解决这一问题。研究采用问卷调查的方式，通过中国项目型组织的数据来验证理论模型。研究结果表明，管理者采用主动领导还是被动领导取决于员工的工作环境和心理特征。结合了主动和被动特征的包容性领导可以通过提高员工的自我领导能力和减少他们的家庭工作冲突来提高远程工作绩效。研究结果还表明，员工在逆境中激发的心理复原力是减轻家庭工作冲突对远程工作绩效影响的关键因素。此外，本研究还强调了远程工作背景下员工的性别差异问题。最后，本研究为项目型组织的管理者提供了宝贵的管理建议，以提高员工的远程工作绩效。

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引用次数: 0

Absorptive capacity activation triggers: Insights from learning in project epochs of a project-based organization 吸收能力激活触发器：从基于项目的组织的项目周期学习中获得的启示

IF 7.4 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2024-08-01 DOI: 10.1016/j.ijproman.2024.102637

Marcos T.J. Barbosa, Marly M. Carvalho

Operating in an environment of rapid technological changes, project-based organizations need to stay continuously updated and, therefore, must develop absorptive capacity. This research introduces an innovative theoretical framework for the development of absorptive capacity within project-based organizations. However, this capability is often developed in an unplanned manner, as it is stimulated by what the literature calls activation triggers. By analyzing 54 significant automation projects across seven epochs, this study spans 25 years of a project-based organization. It reveals four knowledge sources of absorptive capacity and its activation triggers, classified into six groups. The framework underscores the strategic importance of activation triggers and offers valuable insights into the dynamics of absorptive capacity, emphasizing the significance of relationships with clients, technology partners, and strategic business partners, as well as the role of project-based learning. These findings provide practical implications for enhancing innovation and achieving sustainable success in project-based organizations.

在技术快速变化的环境中，项目型组织需要不断更新，因此必须发展吸收能力。本研究为基于项目的组织内部吸收能力的发展引入了一个创新的理论框架。然而，这种能力往往是在无计划的情况下发展起来的，因为它是由文献中所说的激活触发因素激发的。通过分析七个时代的 54 个重要自动化项目，本研究跨越了基于项目的组织 25 年的时间。研究揭示了吸收能力的四个知识来源及其激活触发因素，并将其分为六组。该框架强调了激活触发器的战略重要性，并为吸收能力的动态发展提供了有价值的见解，强调了与客户、技术合作伙伴和战略业务合作伙伴之间关系的重要性，以及基于项目的学习所发挥的作用。这些发现为基于项目的组织加强创新和实现可持续成功提供了实际意义。

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引用次数: 0