Pub Date : 2024-07-01DOI: 10.1016/j.ijproman.2024.102614
Yuanli Li , Pengcheng Xiang , Paul W. Chan , Jinwen Zhang
Despite the importance of motivation in driving the formation of collaborative risk management, the existing literature lacks recognition of stakeholders’ motivations to participate in the collaborative risk management of mega infrastructure projects. By combining interview data with the theoretical framework based on previous literature, this study constructs a motivation framework for stakeholders to participate in collaborative risk management of mega infrastructure projects, comprising four groups of motivations formed by glue identity logic (organizational or individual level) and interest logic (intrinsic drive or extrinsic stimulus). Motivational differences between project owners and contractors are discussed based on the case study of the Hong Kong-Zhuhai-Macao Bridge, indicating that these differences are closely related to the identity of stakeholders and project progress. This study contributes a systematic perspective to recognize the motivations behind participation in collaborative risk management of mega infrastructure projects, aligns managerial intentions with actual motivations, and uncovers new insights into collaborative risk management. It enriches the collaborative risk management theory in mega infrastructure projects and provides guidance and inspiration for practitioners in decision-making and collaborative risk management in such projects.
{"title":"Examining owners’ and contractors’ motivations to participate in collaborative risk management of mega infrastructure projects","authors":"Yuanli Li , Pengcheng Xiang , Paul W. Chan , Jinwen Zhang","doi":"10.1016/j.ijproman.2024.102614","DOIUrl":"https://doi.org/10.1016/j.ijproman.2024.102614","url":null,"abstract":"<div><p>Despite the importance of motivation in driving the formation of collaborative risk management, the existing literature lacks recognition of stakeholders’ motivations to participate in the collaborative risk management of mega infrastructure projects. By combining interview data with the theoretical framework based on previous literature, this study constructs a motivation framework for stakeholders to participate in collaborative risk management of mega infrastructure projects, comprising four groups of motivations formed by glue identity logic (organizational or individual level) and interest logic (intrinsic drive or extrinsic stimulus). Motivational differences between project owners and contractors are discussed based on the case study of the Hong Kong-Zhuhai-Macao Bridge, indicating that these differences are closely related to the identity of stakeholders and project progress. This study contributes a systematic perspective to recognize the motivations behind participation in collaborative risk management of mega infrastructure projects, aligns managerial intentions with actual motivations, and uncovers new insights into collaborative risk management. It enriches the collaborative risk management theory in mega infrastructure projects and provides guidance and inspiration for practitioners in decision-making and collaborative risk management in such projects.</p></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":null,"pages":null},"PeriodicalIF":7.4,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141485002","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 : 2024-07-01DOI: 10.1016/j.ijproman.2024.102622
Project-based organizations (PBOs) increasingly initiate the strategic change to work in interorganizational programs. Establishing such a change is challenging due to the short-term focus, high levels of autonomy, and the varying involvement of interorganizational actors in projects. We adopt a boundary work lens to study how public PBOs operating in infrastructure address the parent organization – program, parent organization – project, and project – project boundaries that emerge when organizing work in programs. Based on two in-depth qualitative case studies, we identified the importance of establishing a continuous and predictable flow in projects, processes, and learning in achieving effective collaboration in interorganizational programs. We find that boundary work at any individual boundary is insufficient to reap the benefits of such programmatic collaboration. Our study offers novel insights into boundary work and program management literature by shedding light on the interdependent nature of boundaries in the strategic change to work in interorganizational programs in PBOs.
{"title":"Boundary work in a project-based organization: Flow across interdependent boundaries in interorganizational programs","authors":"","doi":"10.1016/j.ijproman.2024.102622","DOIUrl":"10.1016/j.ijproman.2024.102622","url":null,"abstract":"<div><p>Project-based organizations (PBOs) increasingly initiate the strategic change to work in interorganizational programs. Establishing such a change is challenging due to the short-term focus, high levels of autonomy, and the varying involvement of interorganizational actors in projects. We adopt a boundary work lens to study how public PBOs operating in infrastructure address the parent organization – program, parent organization – project, and project – project boundaries that emerge when organizing work in programs. Based on two in-depth qualitative case studies, we identified the importance of establishing a continuous and predictable flow in projects, processes, and learning in achieving effective collaboration in interorganizational programs. We find that boundary work at any individual boundary is insufficient to reap the benefits of such programmatic collaboration. Our study offers novel insights into boundary work and program management literature by shedding light on the interdependent nature of boundaries in the strategic change to work in interorganizational programs in PBOs.</p></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":null,"pages":null},"PeriodicalIF":7.4,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0263786324000644/pdfft?md5=d66e37c30606913e4da78393a3f3bb5d&pid=1-s2.0-S0263786324000644-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141843782","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-07-01DOI: 10.1016/j.ijproman.2024.102621
{"title":"Corrigendum to “Single versus multiple project teams and individual performance: Do they ask for different leadership behaviors?” [Int. J. Proj. Manag., 42 (2024), 102563]","authors":"","doi":"10.1016/j.ijproman.2024.102621","DOIUrl":"10.1016/j.ijproman.2024.102621","url":null,"abstract":"","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":null,"pages":null},"PeriodicalIF":7.4,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0263786324000632/pdfft?md5=1edaff70857e06d92ba1bfbb4b7cdd69&pid=1-s2.0-S0263786324000632-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141933875","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-07-01DOI: 10.1016/j.ijproman.2024.102620
Innovation can provide new opportunities to improve project efficiency. However, enabling innovation is challenging, especially in public infrastructure development projects. Several impeding factors, such as limited contractual incentives and complexity, are prevalent in contract-based collaborative environments. Literature suggests that boundary spanners play an important role in driving innovation by seizing opportunities. This study aims to identify configurations of boundary spanning roles in typical project situations— varying in contract type and complexity— to facilitate innovation. The empirical data is from 58 projects and analyzed using fuzzy-set Qualitative Comparative Analysis (fsQCA). Results show that depending on the project conditions in terms of contract type and complexity, different combinations of boundary spanning roles can be taken up by project managers or other team members to facilitate innovation. This study highlights that in high-complexity situations, boundary spanning roles play a critical role in maintaining good relationships with collaborators, which is instrumental in developing innovation.
{"title":"Drivers of innovation in infrastructure development projects: A configurational analysis of boundary spanning roles","authors":"","doi":"10.1016/j.ijproman.2024.102620","DOIUrl":"10.1016/j.ijproman.2024.102620","url":null,"abstract":"<div><p>Innovation can provide new opportunities to improve project efficiency. However, enabling innovation is challenging, especially in public infrastructure development projects. Several impeding factors, such as limited contractual incentives and complexity, are prevalent in contract-based collaborative environments. Literature suggests that boundary spanners play an important role in driving innovation by seizing opportunities. This study aims to identify configurations of boundary spanning roles in typical project situations— varying in contract type and complexity— to facilitate innovation. The empirical data is from 58 projects and analyzed using fuzzy-set Qualitative Comparative Analysis (fsQCA). Results show that depending on the project conditions in terms of contract type and complexity, different combinations of boundary spanning roles can be taken up by project managers or other team members to facilitate innovation. This study highlights that in high-complexity situations, boundary spanning roles play a critical role in maintaining good relationships with collaborators, which is instrumental in developing innovation.</p></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":null,"pages":null},"PeriodicalIF":7.4,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0263786324000620/pdfft?md5=30e74482e27d143d5eb3ff6f1f0695b9&pid=1-s2.0-S0263786324000620-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141701669","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-06-14DOI: 10.1016/j.ijproman.2024.102604
Bertrand Audrin , Eric Davoine , François Pichault
The purpose of this paper is to investigate legitimacy building narratives of project managers in flexible work projects and their articulation with institutional, organizational, and individual narratives. We use Greimas actantial model to analyze four case studies, collecting data from 27 interviews of project managers, employees and line managers as well as extensive secondary data. This study contributes to project management literature by identifying legitimacy building mechanisms that project managers use in their narratives: on one hand, they build on institutional and organizational narrative components to produce their own project narratives; on the other hand, they perform identity work through heroification to build their own legitimacy as project managers. We also show how some of these narratological components are challenged by other organizational actors (employees and line managers). On a methodological level, we also reflect on Greimas’ actantial model as a tool to analyze and compare project narratives at different levels and from different groups of actors.
{"title":"Building legitimacy in flexible work projects: A study on institutional, organizational, and individual narratives","authors":"Bertrand Audrin , Eric Davoine , François Pichault","doi":"10.1016/j.ijproman.2024.102604","DOIUrl":"10.1016/j.ijproman.2024.102604","url":null,"abstract":"<div><p>The purpose of this paper is to investigate legitimacy building narratives of project managers in flexible work projects and their articulation with institutional, organizational, and individual narratives. We use Greimas actantial model to analyze four case studies, collecting data from 27 interviews of project managers, employees and line managers as well as extensive secondary data. This study contributes to project management literature by identifying legitimacy building mechanisms that project managers use in their narratives: on one hand, they build on institutional and organizational narrative components to produce their own project narratives; on the other hand, they perform identity work through heroification to build their own legitimacy as project managers. We also show how some of these narratological components are challenged by other organizational actors (employees and line managers). On a methodological level, we also reflect on Greimas’ actantial model as a tool to analyze and compare project narratives at different levels and from different groups of actors.</p></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":null,"pages":null},"PeriodicalIF":8.0,"publicationDate":"2024-06-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0263786324000462/pdfft?md5=47cb08c7d06f052a932bda3ebe4bb31e&pid=1-s2.0-S0263786324000462-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141394920","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-06-11DOI: 10.1016/j.ijproman.2024.102606
Nicolaj Frederiksen , Ermal Hetemi , Stefan Christoffer Gottlieb
Programs are frequently highlighted for their ability to enable the implementation of strategic transformation amidst rapidly changing and unpredictable business environments. This study explores the creation of routines within a strategic program in the Danish construction industry and the subsequent transfer of these routines to the parent organizations. It identifies three sequential patterns of action: entrenching, dis-embedding, and re-embedding routines. Through an interpretive case study, the study reveals how these routines emerge and adapt in alignment with diverse organizational capabilities and relations. The findings highlight the importance of routine transfer and integration in parent organizations, emphasizing their adaptability to distinct needs and their significance for achieving strategic objectives. The discussion presents a process model and elaborates on the three sequential patterns of action. The paper contributes to the program literature by exploring the dynamics of how routines emerge through their own enactment and in relation to other actions at the program level.
{"title":"Dynamics of routine creation and transfer in strategic programs","authors":"Nicolaj Frederiksen , Ermal Hetemi , Stefan Christoffer Gottlieb","doi":"10.1016/j.ijproman.2024.102606","DOIUrl":"10.1016/j.ijproman.2024.102606","url":null,"abstract":"<div><p>Programs are frequently highlighted for their ability to enable the implementation of strategic transformation amidst rapidly changing and unpredictable business environments. This study explores the creation of routines within a strategic program in the Danish construction industry and the subsequent transfer of these routines to the parent organizations. It identifies three sequential patterns of action: <em>entrenching, dis-embedding</em>, and <em>re-embedding</em> routines. Through an interpretive case study, the study reveals how these routines emerge and adapt in alignment with diverse organizational capabilities and relations. The findings highlight the importance of routine transfer and integration in parent organizations, emphasizing their adaptability to distinct needs and their significance for achieving strategic objectives. The discussion presents a process model and elaborates on the three sequential patterns of action. The paper contributes to the program literature by exploring the dynamics of how routines emerge through their own enactment and in relation to other actions at the program level.</p></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":null,"pages":null},"PeriodicalIF":8.0,"publicationDate":"2024-06-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0263786324000486/pdfft?md5=c20eeee26bd5ee7f50f0afd76931c4b3&pid=1-s2.0-S0263786324000486-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141400424","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose: In the contemporary landscape of mining projects, the imperative to navigate through periods of uncertainty has driven the exploration of alternative strategic tools rooted in project flexibility. Real options have emerged as a pivotal strategic approach, offering the means to adapt and refine mining projects under unpredictable conditions Materials and Methods: This paper provides a comprehensive review and discussion on the strategic application of real options for optimizing mining project planning in the face of uncertainty. Organized into four sections, the paper begins with a general introduction to real options in Section one, delving into their strategic and technical classifications. Section two critically examines and reviews the indispensable role of real options in the realms of mining investment and project planning. The third section is dedicated to an in-depth discussion of the strategic tools inherent in real options, specifically focusing on their valuation and optimization aspects within mining project planning. The final section provides a discussion and conclusion on the strategic application of real options for optimizing mining project planning under uncertainty. Findings: The review identifies that real options offer valuable strategic flexibility in addressing uncertainties inherent in mining project planning. Through a detailed examination of their application, it becomes evident that real options can enhance decision-making processes and improve project outcomes by allowing for adaptive responses to changing conditions. Implications to Theory, Practice, and Policy: The strategic integration of real options into mining project planning presents significant implications for theory, practice, and policy. Theoretical implications include advancing understanding of decision-making under uncertainty and the role of flexibility in strategic planning. In practice, the adoption of real options can lead to improved project outcomes, increased resilience to market fluctuations, and enhanced risk management strategies. From a policy perspective, recognizing the value of real options may inform regulatory frameworks and promote the adoption of flexible planning approaches within the mining industry, ultimately contributing to sustainable development and resource management.
{"title":"Strategic Integration of Real Options for Enhanced Valuation and Optimization in Mining Project Planning under Uncertainty: A Comprehensive Review","authors":"Maaz A. Ali, Quasir Rafique","doi":"10.47672/ijpm.2004","DOIUrl":"https://doi.org/10.47672/ijpm.2004","url":null,"abstract":"Purpose: In the contemporary landscape of mining projects, the imperative to navigate through periods of uncertainty has driven the exploration of alternative strategic tools rooted in project flexibility. Real options have emerged as a pivotal strategic approach, offering the means to adapt and refine mining projects under unpredictable conditions \u0000Materials and Methods: This paper provides a comprehensive review and discussion on the strategic application of real options for optimizing mining project planning in the face of uncertainty. Organized into four sections, the paper begins with a general introduction to real options in Section one, delving into their strategic and technical classifications. Section two critically examines and reviews the indispensable role of real options in the realms of mining investment and project planning. The third section is dedicated to an in-depth discussion of the strategic tools inherent in real options, specifically focusing on their valuation and optimization aspects within mining project planning. The final section provides a discussion and conclusion on the strategic application of real options for optimizing mining project planning under uncertainty. \u0000Findings: The review identifies that real options offer valuable strategic flexibility in addressing uncertainties inherent in mining project planning. Through a detailed examination of their application, it becomes evident that real options can enhance decision-making processes and improve project outcomes by allowing for adaptive responses to changing conditions. \u0000Implications to Theory, Practice, and Policy: The strategic integration of real options into mining project planning presents significant implications for theory, practice, and policy. Theoretical implications include advancing understanding of decision-making under uncertainty and the role of flexibility in strategic planning. In practice, the adoption of real options can lead to improved project outcomes, increased resilience to market fluctuations, and enhanced risk management strategies. From a policy perspective, recognizing the value of real options may inform regulatory frameworks and promote the adoption of flexible planning approaches within the mining industry, ultimately contributing to sustainable development and resource management.","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":null,"pages":null},"PeriodicalIF":8.0,"publicationDate":"2024-05-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141007288","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 : 2024-05-01DOI: 10.1016/j.ijproman.2024.102593
Rehab Iftikhar, Natalya Sergeeva
The purpose of this research was to explore organizational identity crafting and maintaining processes in a temporary organization where multiple organizations are involved. We collected data using interviews, archival documents, and visual data to study the case of Tideway (Bazalgette Tunnel Limited) in the United Kingdom. A thematic analysis with visual representation was used. Findings provide evidence that both organizational identity crafting and maintaining processes are integrated in temporary organization. We identified five dimensions of organizational identity crafting: encouraging socialization; showing leadership behavior; communicating with internal and external stakeholders; doing citizenship behavior; and developing and implementing legacy strategy. The study also provided evidence of four elements of organizational identity maintaining: hybrid working as the new normal; providing support system; additional resource utilizing; and adapting to the next normal. Our developed model of organizational identity mapping has a number of implications for ongoing research on organizational identity narrative in temporary organizations.
{"title":"Crafting and maintaining organizational identity narrative in a temporary organization: The case of Tideway megaproject","authors":"Rehab Iftikhar, Natalya Sergeeva","doi":"10.1016/j.ijproman.2024.102593","DOIUrl":"10.1016/j.ijproman.2024.102593","url":null,"abstract":"<div><p>The purpose of this research was to explore organizational identity crafting and maintaining processes in a temporary organization where multiple organizations are involved. We collected data using interviews, archival documents, and visual data to study the case of Tideway (Bazalgette Tunnel Limited) in the United Kingdom. A thematic analysis with visual representation was used. Findings provide evidence that both organizational identity crafting and maintaining processes are integrated in temporary organization. We identified five dimensions of organizational identity crafting: encouraging socialization; showing leadership behavior; communicating with internal and external stakeholders; doing citizenship behavior; and developing and implementing legacy strategy. The study also provided evidence of four elements of organizational identity maintaining: hybrid working as the new normal; providing support system; additional resource utilizing; and adapting to the next normal. Our developed model of organizational identity mapping has a number of implications for ongoing research on organizational identity narrative in temporary organizations.</p></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":null,"pages":null},"PeriodicalIF":8.0,"publicationDate":"2024-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0263786324000358/pdfft?md5=09218e1a5d2206eb452f74c1d8990ee8&pid=1-s2.0-S0263786324000358-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141036216","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-05-01DOI: 10.1016/j.ijproman.2024.102605
Manon Eikelenboom , Mieke Oosterlee , Alfons van Marrewijk
For projects to contribute to sustainability transitions, traditional roles of project actors need to be challenged. This paper focus on the changing role of demolishers in circular construction projects. We explore the role changes needed and the tactics adopted to negotiate these changes. Therefore, we collected data across 10 demolishers and two construction projects in the Netherlands. We identified required changes related to task, timing, position, and image. The studied demolishers adopted six different tactics to negotiate these changes. These findings contribute to the sustainability transitions literature by highlighting the important function of projects in operationalizing role changes and enabling change in the roles of incumbent actors. Furthermore, the results contribute to the debate on roles in sustainable projects, and on the roles of demolishers in particular, showing the different elements and non-linear nature of role change, including the unique challenges and tactics adopted by demolishers to negotiate these changes.
{"title":"Demolishers or ‘material experts’? Project actors negotiating changing roles in sustainable projects","authors":"Manon Eikelenboom , Mieke Oosterlee , Alfons van Marrewijk","doi":"10.1016/j.ijproman.2024.102605","DOIUrl":"https://doi.org/10.1016/j.ijproman.2024.102605","url":null,"abstract":"<div><p>For projects to contribute to sustainability transitions, traditional roles of project actors need to be challenged. This paper focus on the changing role of demolishers in circular construction projects. We explore the role changes needed and the tactics adopted to negotiate these changes. Therefore, we collected data across 10 demolishers and two construction projects in the Netherlands. We identified required changes related to task, timing, position, and image. The studied demolishers adopted six different tactics to negotiate these changes. These findings contribute to the sustainability transitions literature by highlighting the important function of projects in operationalizing role changes and enabling change in the roles of incumbent actors. Furthermore, the results contribute to the debate on roles in sustainable projects, and on the roles of demolishers in particular, showing the different elements and non-linear nature of role change, including the unique challenges and tactics adopted by demolishers to negotiate these changes.</p></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":null,"pages":null},"PeriodicalIF":8.0,"publicationDate":"2024-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141314708","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 : 2024-05-01DOI: 10.1016/j.ijproman.2024.102603
David C. Hackman , Julien Pollack , Marzena Baker
Understanding the current state of a complex project is challenging but essential for project teams to make effective management decisions. This research explores whether the indirect elicitation and comparison of mental models measured through individual level perceptions can encourage project team double loop learning about a complex project to inform management decisions. The best-worst scaling object case method was applied at the individual level to measure system-wide perceptions of two case study projects, demonstrating its efficacy in capturing team and stakeholder perceptions, and measuring how these change over time. Analysis of the case studies showed that highlighting the differences in mental models uncovered using the best-worst scaling object case method at the individual level can facilitate double loop learning and prompt management decisions about complex projects.
{"title":"Individual perceptions of complex projects: A window into project team and stakeholder mental models","authors":"David C. Hackman , Julien Pollack , Marzena Baker","doi":"10.1016/j.ijproman.2024.102603","DOIUrl":"https://doi.org/10.1016/j.ijproman.2024.102603","url":null,"abstract":"<div><p>Understanding the current state of a complex project is challenging but essential for project teams to make effective management decisions. This research explores whether the indirect elicitation and comparison of mental models measured through individual level perceptions can encourage project team double loop learning about a complex project to inform management decisions. The best-worst scaling object case method was applied at the individual level to measure system-wide perceptions of two case study projects, demonstrating its efficacy in capturing team and stakeholder perceptions, and measuring how these change over time. Analysis of the case studies showed that highlighting the differences in mental models uncovered using the best-worst scaling object case method at the individual level can facilitate double loop learning and prompt management decisions about complex projects.</p></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":null,"pages":null},"PeriodicalIF":8.0,"publicationDate":"2024-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0263786324000450/pdfft?md5=f329c92323ec8a562631cd0bfd22ce61&pid=1-s2.0-S0263786324000450-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141314707","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}