Pub Date : 2026-01-19DOI: 10.1016/j.ijproman.2026.102817
Yadi Li , Ning Sun , Xiao Liu , Yan Ning
Provision of integrated consulting solutions for complex projects is increasingly prevalent, and its success hinges on effective inter-team knowledge collaboration in multi-team consulting projects. Therefore, this study aims to identify the boundaries inhibiting knowledge collaboration and corresponding cross-boundary facilitators across different phases of multi-team consulting projects. Qualitative research was conducted through 28 interviews with 46 participants and three real-life case studies. This study identifies three-fold boundaries (i.e., spatial-temporal, cognitive, and social boundaries) impeding knowledge collaboration and the corresponding cross-boundary facilitators for knowledge collaboration. It also reveals their dynamic emergence, utilization, and interactions across different project phases. This study enriches the project management literature by identifying boundaries and cross-boundary facilitators in knowledge collaboration and revealing their dynamic nature in multi-team consulting projects.
{"title":"Inter-team knowledge collaboration across boundaries in multi-team consulting projects","authors":"Yadi Li , Ning Sun , Xiao Liu , Yan Ning","doi":"10.1016/j.ijproman.2026.102817","DOIUrl":"10.1016/j.ijproman.2026.102817","url":null,"abstract":"<div><div>Provision of integrated consulting solutions for complex projects is increasingly prevalent, and its success hinges on effective inter-team knowledge collaboration in multi-team consulting projects. Therefore, this study aims to identify the boundaries inhibiting knowledge collaboration and corresponding cross-boundary facilitators across different phases of multi-team consulting projects. Qualitative research was conducted through 28 interviews with 46 participants and three real-life case studies. This study identifies three-fold boundaries (i.e., spatial-temporal, cognitive, and social boundaries) impeding knowledge collaboration and the corresponding cross-boundary facilitators for knowledge collaboration. It also reveals their dynamic emergence, utilization, and interactions across different project phases. This study enriches the project management literature by identifying boundaries and cross-boundary facilitators in knowledge collaboration and revealing their dynamic nature in multi-team consulting projects.</div></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"44 2","pages":"Article 102817"},"PeriodicalIF":7.5,"publicationDate":"2026-01-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146026039","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-01-16DOI: 10.1016/j.ijproman.2026.102816
Keyao Li , Fangfang Zhang , Laurie Hughes , Mark A. Griffin
The integration of generative artificial intelligence (GenAI) holds great potential to transform the project management profession, which can bring both substantial benefits and significant disruption. This study argues that effective GenAI adoption requires not only technical skills but also mindfulness to navigate its complexities and challenges. This study explores how mindfulness supports project managers in leveraging GenAI technologies to innovate work practices. We argue that project managers with higher mindfulness levels tend to be more open, attentive, and creative in crafting their immediate work environment. This, in turn, encourages project managers to explore how GenAI can optimise workflows, and ultimately improve the frequency and effectiveness of GenAI use. The mediating role of job crafting was verified in this study using a two-wave time-lagged design among 441 project managers. The moderating role of project complexity and GenAI knowledge were also validated in this mediation model. This study provides timely guidance on developing mindfulness and job crafting strategies to support project innovation in an era where emerging technologies are transforming traditional project management practices.
{"title":"Leveraging generative AI for project management: The role of mindfulness and job crafting","authors":"Keyao Li , Fangfang Zhang , Laurie Hughes , Mark A. Griffin","doi":"10.1016/j.ijproman.2026.102816","DOIUrl":"10.1016/j.ijproman.2026.102816","url":null,"abstract":"<div><div>The integration of generative artificial intelligence (GenAI) holds great potential to transform the project management profession, which can bring both substantial benefits and significant disruption. This study argues that effective GenAI adoption requires not only technical skills but also mindfulness to navigate its complexities and challenges. This study explores how mindfulness supports project managers in leveraging GenAI technologies to innovate work practices. We argue that project managers with higher mindfulness levels tend to be more open, attentive, and creative in crafting their immediate work environment. This, in turn, encourages project managers to explore how GenAI can optimise workflows, and ultimately improve the frequency and effectiveness of GenAI use. The mediating role of job crafting was verified in this study using a two-wave time-lagged design among 441 project managers. The moderating role of project complexity and GenAI knowledge were also validated in this mediation model. This study provides timely guidance on developing mindfulness and job crafting strategies to support project innovation in an era where emerging technologies are transforming traditional project management practices.</div></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"44 2","pages":"Article 102816"},"PeriodicalIF":7.5,"publicationDate":"2026-01-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146001814","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-01-14DOI: 10.1016/j.ijproman.2026.102815
Ahmad Nabeel Siddiquei , Khansa Zaman , Muhammad Ali Asadullah , Javaria Abbas
This study adopts the Job Demands-Resources model to propose team temporal conflict as a job demand that directly impacts IT project professional’s work performance and indirectly through time stress. Additionally, it presents the project manager’s inclusive leadership as a team-level job resource that moderates the impact of team temporal conflict on IT project professional’s work performance through time-related stress. Data were collected from 369 IT professionals nested in 65 App development projects in Pakistan’s Information Technology sector. Constructs’ factor structure and validity were confirmed using confirmatory factor analysis. The multi-level mediation and moderated-mediation hypotheses were tested using robust multi-level modeling via Mplus. Results showed that team temporal conflict negatively impacts IT project professional’s work performance, and this relationship is mediated by time stress. The negative impact of team temporal conflict on work performance through time stress was reduced when project managers exhibited a highly inclusive leadership style. This study advances existing literature by examining the role of team temporal conflict as a job demand and team-level stressor in IT project settings, which often face high failure rates due to time and temporal challenges. Furthermore, the study enhances the literature by proposing inclusive leadership as a job resource that can mitigate the negative impacts of team temporal conflict on IT project professional’s performance.
{"title":"Taming time: How inclusive leadership mitigates temporal conflict and time stress in IT projects","authors":"Ahmad Nabeel Siddiquei , Khansa Zaman , Muhammad Ali Asadullah , Javaria Abbas","doi":"10.1016/j.ijproman.2026.102815","DOIUrl":"10.1016/j.ijproman.2026.102815","url":null,"abstract":"<div><div>This study adopts the Job Demands-Resources model to propose team temporal conflict as a job demand that directly impacts IT project professional’s work performance and indirectly through time stress. Additionally, it presents the project manager’s inclusive leadership as a team-level job resource that moderates the impact of team temporal conflict on IT project professional’s work performance through time-related stress. Data were collected from 369 IT professionals nested in 65 App development projects in Pakistan’s Information Technology sector. Constructs’ factor structure and validity were confirmed using confirmatory factor analysis. The multi-level mediation and moderated-mediation hypotheses were tested using robust multi-level modeling via Mplus. Results showed that team temporal conflict negatively impacts IT project professional’s work performance, and this relationship is mediated by time stress. The negative impact of team temporal conflict on work performance through time stress was reduced when project managers exhibited a highly inclusive leadership style. This study advances existing literature by examining the role of team temporal conflict as a job demand and team-level stressor in IT project settings, which often face high failure rates due to time and temporal challenges. Furthermore, the study enhances the literature by proposing inclusive leadership as a job resource that can mitigate the negative impacts of team temporal conflict on IT project professional’s performance.</div></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"44 2","pages":"Article 102815"},"PeriodicalIF":7.5,"publicationDate":"2026-01-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146001813","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2026-01-01DOI: 10.1016/j.ijproman.2026.102814
Xue Li , Gracia Tsai , Kum Fai Yuen
The maritime industry is experiencing profound digital transformation, driven by the diffusion of technologies such as smart ports and automated vessels. These technological shifts increasingly produce levels of complexity that require the effective mobilization of digital project resources for high-performing projects. Grounded in the dynamic capability and knowledge-based view, this study examines how four key digital project resources, namely technological competency, big data competency, digital culture, and digital leadership, are related to project performance through knowledge-based dynamic capability and digitalized project practices. Survey data were collected from 253 maritime professionals engaged in project management. The structural equation modeling analysis reveals that all four digital project resources are positively associated with knowledge-based dynamic capability. In turn, this capability is positively linked to both digitalized project practices and project performance. The study advances project management research by conceptualizing digital project resources as socio-technical enablers that transform knowledge into capability-building practices, thereby reshaping project management processes. For practitioners, the findings highlight actionable strategies, including strengthening big data analytics, cultivating a supportive digital culture, and developing digital leadership, to foster digitalization and improve project performance in technology-intensive environments.
{"title":"How digital resources build capabilities for high-performing maritime project","authors":"Xue Li , Gracia Tsai , Kum Fai Yuen","doi":"10.1016/j.ijproman.2026.102814","DOIUrl":"10.1016/j.ijproman.2026.102814","url":null,"abstract":"<div><div>The maritime industry is experiencing profound digital transformation, driven by the diffusion of technologies such as smart ports and automated vessels. These technological shifts increasingly produce levels of complexity that require the effective mobilization of digital project resources for high-performing projects. Grounded in the dynamic capability and knowledge-based view, this study examines how four key digital project resources, namely technological competency, big data competency, digital culture, and digital leadership, are related to project performance through knowledge-based dynamic capability and digitalized project practices. Survey data were collected from 253 maritime professionals engaged in project management. The structural equation modeling analysis reveals that all four digital project resources are positively associated with knowledge-based dynamic capability. In turn, this capability is positively linked to both digitalized project practices and project performance. The study advances project management research by conceptualizing digital project resources as socio-technical enablers that transform knowledge into capability-building practices, thereby reshaping project management processes. For practitioners, the findings highlight actionable strategies, including strengthening big data analytics, cultivating a supportive digital culture, and developing digital leadership, to foster digitalization and improve project performance in technology-intensive environments.</div></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"44 1","pages":"Article 102814"},"PeriodicalIF":7.5,"publicationDate":"2026-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146037599","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-12-12DOI: 10.1016/j.ijproman.2025.102797
{"title":"Call for papers: Circular economy in project management","authors":"","doi":"10.1016/j.ijproman.2025.102797","DOIUrl":"10.1016/j.ijproman.2025.102797","url":null,"abstract":"","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"44 1","pages":"Article 102797"},"PeriodicalIF":7.5,"publicationDate":"2025-12-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145749159","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-12-03DOI: 10.1016/j.ijproman.2025.102798
Eleni Papadonikolaki
Digital Twins are becoming increasingly important in Net Zero projects, fostering a dual sustainability and digitalisation transition. Project stakeholders are key in this dual transition as they interact and co-create within the socio-technical system. Stakeholder dynamics are especially critical in construction sector, a major contributor to global carbon emissions. This study uses a multi-method approach to examine how stakeholder dynamics emerge to enable joint digitalisation and decarbonisation efforts. The study moves beyond stakeholder analysis and integrates theories from the multi-level perspective of transitions. The findings highlight the prominent role of key stakeholders such as clients/owners, government and regulators in supporting the dual transition through competitive, hybridised and symbiotic dynamics with variable disruption potential. Theoretically, the study bridges project and transitions studies by illustrating how digital twins can be strategically deployed to drive decarbonisation and support sustainability by projects. Apart from deepening the understanding of stakeholder dynamics in the dual transition the study also provides actionable insights for practitioners and policymakers in navigating emerging stakeholder constellations to enable socio-technical system change.
{"title":"Shaping the dual transition: Stakeholder dynamics in digital twin-using net-zero projects","authors":"Eleni Papadonikolaki","doi":"10.1016/j.ijproman.2025.102798","DOIUrl":"10.1016/j.ijproman.2025.102798","url":null,"abstract":"<div><div>Digital Twins are becoming increasingly important in Net Zero projects, fostering a dual sustainability and digitalisation transition. Project stakeholders are key in this dual transition as they interact and co-create within the socio-technical system. Stakeholder dynamics are especially critical in construction sector, a major contributor to global carbon emissions. This study uses a multi-method approach to examine how stakeholder dynamics emerge to enable joint digitalisation and decarbonisation efforts. The study moves beyond stakeholder analysis and integrates theories from the multi-level perspective of transitions. The findings highlight the prominent role of key stakeholders such as clients/owners, government and regulators in supporting the dual transition through competitive, hybridised and symbiotic dynamics with variable disruption potential. Theoretically, the study bridges project and transitions studies by illustrating how digital twins can be strategically deployed to drive decarbonisation and support sustainability by projects. Apart from deepening the understanding of stakeholder dynamics in the dual transition the study also provides actionable insights for practitioners and policymakers in navigating emerging stakeholder constellations to enable socio-technical system change.</div></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"44 1","pages":"Article 102798"},"PeriodicalIF":7.5,"publicationDate":"2025-12-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145749109","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-12-03DOI: 10.1016/j.ijproman.2025.102799
Nian Liu, Lianying Zhang
Value co-creation in project networks involves the coordination and cooperation among multiple organizations. Due to differences in cultural backgrounds and strategic objectives among organizations, organizational interest goals often conflict with the ethical expectations of other participants. Previous research often focused on the impacts of task and role conflicts under instrumental goal orientation. It remains unclear how inconsistency between organizational interest goals and external ethical expectations influences value co-creation among organizations. This study innovatively proposes the mediating mechanism of organizational moral reflexivity. External stakeholders' expectations drive organizations to recognize the negative impacts of self-interested behaviors. Through critical learning and self-reflection, organizational members actively engage in inter-organizational collaboration within the project network. In addition, the study examined the moderating effect of network embeddedness on moral reflexivity. We collected 281 survey responses through a three-wave, two-month time-lagged design for empirical model validation. The findings indicate that inconsistency between organizational interest goals and external ethical expectations has a significant negative impact on value co-creation. With stronger network embeddedness, organizations are more inclined to exhibit moral reflexivity in the face of ethical dilemmas, thereby promoting inter-organizational collaboration. This research offers new insights into the dynamic and adaptive nature of organizational ethics within project networks and provides practical guidance for organizations to balance instrumental goals and ethical objectives in complex project network environments.
{"title":"From ethical tensions to value co-creation in project networks: Exploring the mediating role of moral reflexivity and the moderating role of network embeddedness","authors":"Nian Liu, Lianying Zhang","doi":"10.1016/j.ijproman.2025.102799","DOIUrl":"10.1016/j.ijproman.2025.102799","url":null,"abstract":"<div><div>Value co-creation in project networks involves the coordination and cooperation among multiple organizations. Due to differences in cultural backgrounds and strategic objectives among organizations, organizational interest goals often conflict with the ethical expectations of other participants. Previous research often focused on the impacts of task and role conflicts under instrumental goal orientation. It remains unclear how inconsistency between organizational interest goals and external ethical expectations influences value co-creation among organizations. This study innovatively proposes the mediating mechanism of organizational moral reflexivity. External stakeholders' expectations drive organizations to recognize the negative impacts of self-interested behaviors. Through critical learning and self-reflection, organizational members actively engage in inter-organizational collaboration within the project network. In addition, the study examined the moderating effect of network embeddedness on moral reflexivity. We collected 281 survey responses through a three-wave, two-month time-lagged design for empirical model validation. The findings indicate that inconsistency between organizational interest goals and external ethical expectations has a significant negative impact on value co-creation. With stronger network embeddedness, organizations are more inclined to exhibit moral reflexivity in the face of ethical dilemmas, thereby promoting inter-organizational collaboration. This research offers new insights into the dynamic and adaptive nature of organizational ethics within project networks and provides practical guidance for organizations to balance instrumental goals and ethical objectives in complex project network environments.</div></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"44 1","pages":"Article 102799"},"PeriodicalIF":7.5,"publicationDate":"2025-12-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145749158","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-12-03DOI: 10.1016/j.ijproman.2025.102796
Wenqian Guo , Sixuan Yan , Yan Liu , Hanfei Wang , Marian Bosch-Rekveldt , Yan Ning
Managing behavioral interactions and conflicts across organizational boundaries remains a persistent challenge in project management. Inter-organizational relationship quality is closely related to the sustainable development of future cooperation, yet prior studies have reported contradictory findings. Rooted in the field of project behavior and conflict management, this study examines how relational behavior and task conflict jointly shape inter-organizational relationship quality. This study employs fuzzy-set qualitative comparative analysis (fsQCA) to uncover multiple configurational pathways leading to different levels of inter-organizational relationship quality. It examines how situational factors (task conflict and time delay) interact with behavioral factors (the relational behavior of both parties) to shape these outcomes. Based on survey data from 212 questionnaires, this study concludes that a key factor driving high relationship quality is when the three dimensions of relational behavior of both parties are aligned or when one collaborator more closely meets the expectations of both parties. Conversely, low relationship quality occurs when both task conflict and time delay are in an unfavorable state, especially when the relational behavior of the two parties is not equal. The findings contribute to conflict management literature by advancing a configurational understanding of how behavioral reciprocity and situational stressors shape relationship outcomes. These configurations show high consistency and coverage, indicating robust and empirically relevant patterns in inter-organizational relationship quality.
{"title":"Orchestrated reciprocity over equilibrium: How relational behavior and task conflict configure pathways to relationship quality in inter-organizational projects","authors":"Wenqian Guo , Sixuan Yan , Yan Liu , Hanfei Wang , Marian Bosch-Rekveldt , Yan Ning","doi":"10.1016/j.ijproman.2025.102796","DOIUrl":"10.1016/j.ijproman.2025.102796","url":null,"abstract":"<div><div>Managing behavioral interactions and conflicts across organizational boundaries remains a persistent challenge in project management. Inter-organizational relationship quality is closely related to the sustainable development of future cooperation, yet prior studies have reported contradictory findings. Rooted in the field of project behavior and conflict management, this study examines how relational behavior and task conflict jointly shape inter-organizational relationship quality. This study employs fuzzy-set qualitative comparative analysis (fsQCA) to uncover multiple configurational pathways leading to different levels of inter-organizational relationship quality. It examines how situational factors (task conflict and time delay) interact with behavioral factors (the relational behavior of both parties) to shape these outcomes. Based on survey data from 212 questionnaires, this study concludes that a key factor driving high relationship quality is when the three dimensions of relational behavior of both parties are aligned or when one collaborator more closely meets the expectations of both parties. Conversely, low relationship quality occurs when both task conflict and time delay are in an unfavorable state, especially when the relational behavior of the two parties is not equal. The findings contribute to conflict management literature by advancing a configurational understanding of how behavioral reciprocity and situational stressors shape relationship outcomes. These configurations show high consistency and coverage, indicating robust and empirically relevant patterns in inter-organizational relationship quality.</div></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"44 1","pages":"Article 102796"},"PeriodicalIF":7.5,"publicationDate":"2025-12-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145749110","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-11-29DOI: 10.1016/j.ijproman.2025.102793
Daniel Woodier, Christian Thuesen
Major programmes have an inherent co-dependence on the health of the market of project-based firms that are often crucial in the realisation of the programme. While considerable research exists on bilateral commercial relationships in construction, this research aims to gain a greater understanding of how programme commercial strategy influences the broader ecosystem of project-based firms. This paper makes a longitudinal case study of the national railway infrastructure renewal programme in Denmark from 1991 to 2024 to understand how the ecosystem has developed over time. The theoretical lens of business ecosystems gives insight into the influence of programme commercial strategy on the health of the market of suppliers. The findings demonstrate the importance of lifecycle, rate of growth, cospecialisation and packaging of projects in the development of programme commercial strategy. The paper concludes by proposing programme ecosystem strategy as an extension of programme commercial strategy which takes greater account of the influence of the programme at the ecosystem level.
{"title":"An ecosystem perspective of programme commercial strategy: the case of railway infrastructure renewal in Denmark from 1991–2024","authors":"Daniel Woodier, Christian Thuesen","doi":"10.1016/j.ijproman.2025.102793","DOIUrl":"10.1016/j.ijproman.2025.102793","url":null,"abstract":"<div><div>Major programmes have an inherent co-dependence on the health of the market of project-based firms that are often crucial in the realisation of the programme. While considerable research exists on bilateral commercial relationships in construction, this research aims to gain a greater understanding of how programme commercial strategy influences the broader ecosystem of project-based firms. This paper makes a longitudinal case study of the national railway infrastructure renewal programme in Denmark from 1991 to 2024 to understand how the ecosystem has developed over time. The theoretical lens of business ecosystems gives insight into the influence of programme commercial strategy on the health of the market of suppliers. The findings demonstrate the importance of <em>lifecycle, rate of growth, cospecialisation</em> and <em>packaging</em> of projects in the development of programme commercial strategy. The paper concludes by proposing <em>programme ecosystem strategy</em> as an extension of programme commercial strategy which takes greater account of the influence of the programme at the ecosystem level.</div></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"44 1","pages":"Article 102793"},"PeriodicalIF":7.5,"publicationDate":"2025-11-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145694784","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"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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