International Journal of Project Management最新文献

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Building organizational and project readiness for AI: A dialectical approach 为人工智能构建组织和项目准备：辩证的方法

IF 7.5 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-11-01 DOI: 10.1016/j.ijproman.2025.102792

Daniel Erian Armanios , Christopher L. Tucci

To date, most organizational and project management studies have focused on how to deploy artificial intelligence (AI) tools to improve outcomes. However, this wrongly assumes the preexisting project and organizational context is already prepared to incorporate such AI tooling productively. To address this issue, this essay proposes a provocation that we call CIPHER, a first-of-a-kind framework to increase organizational readiness for deploying AI in project work. CIPHER identifies six key tensions that occur with the use of AI: Cognitive, Informational, Projection, Haptic, Exchange, and Resource. These tensions occur either when humans directly interface with algorithms or indirectly where humans interface with an algorithmically driven robotic, immersive reality, and/or multi-agent system. For each tension, we identify a key project lever to navigate these tensions: intergenerational teaming, problem scoping, delivery-validation scaffolding, task separability, multi-agent governance, and model parsimony & transfer learning. Our aim is that through CIPHER, project leaders can harness the promise of AI while also more carefully managing its perils.

迄今为止，大多数组织和项目管理研究都集中在如何部署人工智能（AI）工具来改善结果上。然而，这错误地假设了先前存在的项目和组织环境已经准备好有效地合并这种人工智能工具。为了解决这个问题，本文提出了一个我们称之为CIPHER的挑衅，这是一个首创的框架，可以提高组织在项目工作中部署人工智能的准备程度。CIPHER确定了人工智能使用中出现的六个关键紧张关系：认知、信息、投射、触觉、交流和资源。当人类直接与算法交互时，或者当人类与算法驱动的机器人、沉浸式现实和/或多代理系统交互时，这些紧张关系就会发生。对于每种紧张关系，我们确定了一个关键的项目杠杆来处理这些紧张关系：代际团队合作、问题范围界定、交付验证脚手架、任务可分离性、多代理治理、模型简约和迁移学习。我们的目标是，通过CIPHER，项目负责人可以利用人工智能的前景，同时更仔细地管理其风险。

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引用次数: 0

Projectification without projects? Theorizing temporal structures of agile-based organizing 没有项目的项目？将基于敏捷的组织的时间结构理论化

IF 7.5 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-11-01 DOI: 10.1016/j.ijproman.2025.102786

Joana Geraldi , Iben Stjerne , Matthias Wenzel

Research has revealed a surge in the reliance on projects to organize firms and society in recent decades, a phenomenon termed projectification, yet has remained oblivious to the fact that how projects are organized has changed, as, hence, has the nature of projectification. Grounded in the 4Ts—time, task, team, and transition—we analyze through an ethnographic work at a financial firm how agile-based organizing reshaped the firm’s temporal structures from temporary toward “continuous temporariness,” a continuous flow interrupted by short, orchestrated pauses. This form of projectification addresses temporal fragmentation in classic projects but introduces new challenges. Overall, agile-based projectification enriches project-based organizing with new temporal structures that challenge traditional notions of temporary organizations.

研究表明，近几十年来，企业和社会组织对项目的依赖激增，这种现象被称为项目化，但人们仍然忽略了这样一个事实，即项目的组织方式已经发生了变化，因此，项目化的性质也发生了变化。在4ts（时间、任务、团队和过渡）的基础上，我们通过在一家金融公司进行的一项民族志研究，分析了基于敏捷的组织如何将公司的时间结构从临时转变为“连续的临时”，即由精心安排的短暂停顿打断的连续流程。这种形式的投影解决了经典项目中的时间碎片，但引入了新的挑战。总的来说，基于敏捷的项目化用新的时间结构丰富了基于项目的组织，挑战了临时组织的传统概念。

引用次数: 0

From outputs to outcomes: Meeting a threshold of short-term project management success as a necessary condition for achieving long-term impact 从产出到结果：达到短期项目管理成功的门槛，作为实现长期影响的必要条件

IF 7.5 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-11-01 DOI: 10.1016/j.ijproman.2025.102789

Zhiwen Zheng, Ofer Zwikael

The literature is conflicted as to whether achieving short-term project management success (e.g., delivering project outputs on time and within budget) is necessary for attaining long-term project success (e.g., benefits realization and project impact). This research examines the relationship between project management success and project success using data from two studies: a survey of 198 U.S. projects and an analysis of 154 World Bank projects. Results suggest that meeting a project management success threshold is a necessary, though insufficient, condition for attaining long-term project success; in other words, if a project management success threshold is not met (e.g., poor quality of the project’s outputs), long-term project success is unlikely to be attained. Further, among the project management success measures, quality was found to require a higher threshold than schedule and cost. This means that a project can still achieve long-term project success despite some schedule delays and cost overruns, but this is unlikely to occur if there are major quality issues with its outputs. Overall, this paper clarifies conflicting perspectives in the literature regarding the relationship between project management success and project success, reveals the non-linear nature of this relationship, and supports project leaders (e.g., project managers and project owners) in making better project decisions.

对于获得短期项目管理成功（例如，按时并在预算范围内交付项目产出）对于获得长期项目成功（例如，实现利益和项目影响）是否必要，文献存在冲突。本研究利用两项研究的数据考察了项目管理成功与项目成功之间的关系：对198个美国项目的调查和对154个世界银行项目的分析。结果表明，达到项目管理成功门槛是获得长期项目成功的必要条件，尽管不是充分条件；换句话说，如果没有达到项目管理成功的门槛（例如，项目输出的质量差），就不太可能获得长期的项目成功。此外，在项目管理成功度量中，发现质量比进度和成本需要更高的门槛。这意味着尽管有一些进度延迟和成本超支，项目仍然可以取得长期的项目成功，但如果其输出存在主要的质量问题，则不太可能发生这种情况。总的来说，本文澄清了文献中关于项目管理成功与项目成功之间关系的冲突观点，揭示了这种关系的非线性本质，并支持项目领导者（如项目经理和项目所有者）做出更好的项目决策。

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引用次数: 0

What Do We Really Know? A 40-Year Scientific Realist Examination of Theory Testing in Project Management 我们到底知道什么？项目管理理论检验的40年科学现实检验

IF 7.5 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-11-01 DOI: 10.1016/j.ijproman.2025.102788

Thomas P. Kenworthy , Kam Jugdev

Purpose: The nature and extent of middle-range theory testing, an indicator of intellectual progress, is an unexamined area in project management scholarship.

Design/Methodology: We conducted a scientific realist analysis of all 4,033 articles published in three core project management journals over 40 years (1983 to 2023), and identified which theories were tested, how often, and their disciplinary origins.

Findings: Theory testing grew from 6% to 33% of empirical articles. We found 19.5% theory testing density, comparable to neighboring disciplines. We identified 441 distinct theories tested and a large volume of single tests of domestic theories. However, repeatedly tested theories are predominantly borrowed from other disciplines, indicating reliance on foreign theories for knowledge creation.

Practical Implications: We introduce a borrowed theory assessment framework and demonstrate its application to transaction cost economics, providing scholars and editors with criteria for evaluating foreign theories before adoption.

Originality/Value: This is the first systematic examination of theory testing patterns in project management, revealing growing maturity and legitimacy while identifying overreliance on borrowed theories.

目的：作为智力进步的一个指标，中等理论测试的性质和程度在项目管理学术研究中是一个未被研究的领域。设计/方法：我们对40年来（1983年至2023年）在三个核心项目管理期刊上发表的所有4,033篇文章进行了科学现实主义分析，并确定了哪些理论得到了测试，测试频率及其学科来源。研究发现：实证文章的理论检验比例从6%上升到33%。我们发现19.5%的理论测试密度，与邻近学科相当。我们确定了441个不同的理论测试和大量的国内理论的单一测试。然而，反复检验的理论主要是从其他学科借来的，这表明知识创造依赖于外国理论。实践启示：我们引入了一个借鉴的理论评估框架，并展示了其在交易成本经济学中的应用，为学者和编辑在采用国外理论之前提供了评估标准。原创性/价值：这是对项目管理中理论测试模式的第一次系统检查，揭示了日益成熟和合法性，同时发现了对借来的理论的过度依赖。

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引用次数: 0

Call for papers: The transformational role of philosophy in project management 征文：哲学在项目管理中的转变作用

IF 7.5 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-11-01 DOI: 10.1016/j.ijproman.2025.102785

Efrosyni Konstantinou , David Carl Wilson , Henk Den Uijl , Ralf Mülle

引用次数: 0

On cost, over time: How Scandinavian transport infrastructure challenges conventional understanding of project delivery performance 在成本方面，随着时间的推移：斯堪的纳维亚的交通基础设施如何挑战对项目交付绩效的传统理解

IF 7.5 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-11-01 DOI: 10.1016/j.ijproman.2025.102787

Paul Chapman

Rail and road infrastructure projects completed in Denmark, Norway and Sweden between 2008-2022 were generally delivered ‘on cost, over time’. Evidence of delivery to budget over many years stands in sharp contrast to results generally reported in scholarly project management literature and widely amplified. This lack of persistent cost overruns questions claims that the planning fallacy is the root cause of cost overrun and other performance shortfalls, and that optimism bias and malevolent agency dynamics such as strategic misrepresentation are rife.

This research avoids the methodological weaknesses of most prior work by employing data from demonstrably reliable sources, and is transparent about data provenance allowing replication by other researchers.

2008年至2022年期间，丹麦、挪威和瑞典完成的铁路和公路基础设施项目通常是“按成本、按时间”交付的。多年来交付预算的证据与学术项目管理文献中普遍报道的结果形成鲜明对比，并被广泛放大。这种持续成本超支的缺乏质疑了计划谬误是成本超支和其他绩效不足的根本原因的说法，以及乐观偏见和恶意代理动态（如战略失实陈述）普遍存在。这项研究通过使用来自可证明可靠来源的数据，避免了大多数先前工作的方法弱点，并且对数据来源透明，允许其他研究人员复制。

引用次数: 0

Ethical performance of construction project management team: Development and validation of a multidimensional measure 建设项目管理团队道德绩效：多维尺度的开发与验证

IF 7.5 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-10-22 DOI: 10.1016/j.ijproman.2025.102784

Wenqi Li, Jianhua Li, Yiqin Yu, Liying Wang, Sihan Cao, Botao Gu, Dongping Fang

Poor ethical performance of construction project management teams (EPCPMT) has been shown to negatively affect project quality, public safety, and the industry’s reputation. However, there has been no clear definition of this construct and no rigorous psychometric scale to measure it. This paper proposes a well-theorized conceptualization of EPCPMT grounded in professional ethics and stakeholder theory within the micro-meso-macro ethical framework. Building on this, a 32-item, multidimensional scale was developed and validated across three studies in the Chinese construction industry. Results support a reflective-formative second-order model comprising four dimensions: Professionalism & Responsibility, Safety & Health, Integrity & Justice, and Society & Environment. The scale exhibits robust psychometric properties and satisfactory fit indices across two independent samples. These findings lay the foundation for further empirical investigation and theoretical development in project management ethics. Practically, the scale offers a standardized instrument for evaluating ethical performance and informing targeted ethical training and intervention strategies in construction projects.

建设项目管理团队（EPCPMT）的不良道德表现已被证明会对项目质量、公共安全和行业声誉产生负面影响。然而，这一概念并没有明确的定义，也没有严格的心理测量量表来衡量它。本文以职业道德和利益相关者理论为基础，在微观-中观-宏观伦理框架下，提出了EPCPMT的理论化构想。在此基础上，我们开发了一个包含32个项目的多维度量表，并在中国建筑业的三项研究中进行了验证。结果支持一个反思性形成的二阶模型，该模型包括四个维度：专业精神与责任、安全与健康、诚信与公正、社会与环境。量表显示稳健的心理测量特性和令人满意的拟合指数跨越两个独立的样本。这些发现为项目管理伦理的进一步实证研究和理论发展奠定了基础。实际上，该量表提供了一个标准化的工具来评估道德绩效，并为建设项目中有针对性的道德培训和干预策略提供信息。

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引用次数: 0

Empowering future leaders: The interplay between shared leadership in projects and leadership development of project professionals 增强未来领导者的能力：项目共享领导力与项目专业人员领导力发展之间的相互作用

IF 7.5 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-10-13 DOI: 10.1016/j.ijproman.2025.102782

Julia Bauer , Martina Huemann , Alexander Kock , Hans Georg Gemünden

Individual leadership development has been a central area of research for many years. Project environments provide a unique setting for cultivating leadership competences, as their collaborative leadership approaches frequently enable individuals to step into leadership roles. Understanding the way project professionals grow into leadership roles during project work presents a significant opportunity for project-oriented organizations to employ projects beyond their original objectives and proactively leverage them as leadership learning ecosystems. The paper investigates how shared leadership in a project—moderated by organizational-level factors such as personnel development opportunities and servant leadership—relates to the project professionals’ leadership development. Based on a survey of 328 project professionals in German-speaking countries, the study reveals that projects are particularly effective as incubators for leadership growth. Results show a positive relationship between shared leadership in projects and individual leadership development. This association is further strengthened when the organization is characterized by a servant leadership style and provides further personnel development measures. These findings make significant theoretical contributions and open new avenues for future research into leadership development within project contexts.

多年来，个人领导力发展一直是研究的中心领域。项目环境为培养领导能力提供了一个独特的环境，因为他们的协作领导方法经常使个人进入领导角色。了解项目专业人员在项目工作中成长为领导角色的方式，为项目导向的组织提供了一个重要的机会，使其能够超越其最初的目标，并积极地利用它们作为领导力学习生态系统。本文研究了项目中的共享领导力——受组织层面因素（如人员发展机会和服务型领导力）的调节——与项目专业人员领导力发展的关系。该研究对德语国家的328名项目专业人士进行了调查，结果显示，项目在培养领导力方面特别有效。结果显示，项目共享领导力与个体领导力发展呈正相关。当组织以服务型领导风格为特征并提供进一步的人员发展措施时，这种联系进一步加强。这些发现具有重要的理论贡献，并为未来在项目背景下的领导力发展研究开辟了新的途径。

{"title":"Empowering future leaders: The interplay between shared leadership in projects and leadership development of project professionals","authors":"Julia Bauer , Martina Huemann , Alexander Kock , Hans Georg Gemünden","doi":"10.1016/j.ijproman.2025.102782","DOIUrl":"10.1016/j.ijproman.2025.102782","url":null,"abstract":"<div><div>Individual leadership development has been a central area of research for many years. Project environments provide a unique setting for cultivating leadership competences, as their collaborative leadership approaches frequently enable individuals to step into leadership roles. Understanding the way project professionals grow into leadership roles during project work presents a significant opportunity for project-oriented organizations to employ projects beyond their original objectives and proactively leverage them as leadership learning ecosystems. The paper investigates how shared leadership in a project—moderated by organizational-level factors such as personnel development opportunities and servant leadership—relates to the project professionals’ leadership development. Based on a survey of 328 project professionals in German-speaking countries, the study reveals that projects are particularly effective as incubators for leadership growth. Results show a positive relationship between shared leadership in projects and individual leadership development. This association is further strengthened when the organization is characterized by a servant leadership style and provides further personnel development measures. These findings make significant theoretical contributions and open new avenues for future research into leadership development within project contexts.</div></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"43 8","pages":"Article 102782"},"PeriodicalIF":7.5,"publicationDate":"2025-10-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145364281","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}

引用次数: 0

Projecting for circularity in sustainability transitions: The case of wind turbines 可持续性转型中的圆形规划：风力涡轮机的案例

IF 7.5 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-10-09 DOI: 10.1016/j.ijproman.2025.102772

Mathilde Kring Holmgaard, Laura Moeslund Mains, Maria Figueroa Meza

As wind energy matures, end-of-life project management, especially of turbine blades, poses a growing sustainability challenge. We examine how project organising shapes circular outcomes in decommissioning, bridging project management, socio-technical transitions, and circular economy perspectives. Using a qualitative case of the Danish wind sector (15 interviews plus documents), we find barriers to circularity are less technological than organisational and institutional: front-end project shaping rarely embeds end-of-life goals, and the absence of project sequencing limits learning and market formation. We contribute to project studies by (1) reframing decommissioning as a strategic phase in sustainability transitions, (2) specifying mechanisms – shaping, sequencing, and lineage/learning – that enable circularity, (3) linking these mechanisms to transition dynamics across niche, regime, and landscape levels. We map likely pathways where project organising through shaping, sequencing, and learning interacts with regime conditions, showing projects as levers shifting end-of-life renewable energy assets, beyond wind, up the circular ladder.

随着风能的成熟，报废项目的管理，特别是涡轮叶片的管理，对可持续性提出了越来越大的挑战。我们研究了项目组织如何在退役、桥接项目管理、社会技术转型和循环经济视角中塑造循环结果。使用丹麦风能行业的定性案例（15次访谈和文件），我们发现循环性的障碍比组织和制度的障碍更少：前端项目塑造很少嵌入生命周期结束的目标，缺乏项目排序限制了学习和市场形成。我们通过以下方式为项目研究做出贡献：(1)将退役重新定义为可持续性转型的战略阶段；(2)明确实现循环的机制——形成、排序和谱系/学习；(3)将这些机制与生态位、制度和景观层面的转型动态联系起来。我们绘制了项目组织通过塑造、排序和学习与制度条件相互作用的可能路径，将项目作为杠杆，将风能以外的可再生能源资产转移到圆形阶梯上。

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引用次数: 0

Narratives and counter-narratives in sustainability transitions: A study on the Port of Rotterdam from a multi-level perspective 可持续转型中的叙事与反叙事：多层次视角下的鹿特丹港研究

IF 7.5 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-10-01 DOI: 10.1016/j.ijproman.2025.102766

Johan Ninan , Kees Stam , Alfons van Marrewijk

Infrastructure projects can act as niches for innovation development, contribute to strategic goals of network owners, and drive broader systemic transitions. However, limited research has examined how sustainability transitions are shaped through narratives and counternarratives around infrastructure projects. Using a case study of the port of Rotterdam, we analyze how three embedded projects - Maasvlakte 2, RDM Campus, and the Hydrogen Pipeline - reflected and shaped evolving narratives and counter-narratives over 20-years. Grounded in the Multi-Level Perspective (MLP), the study demonstrates how an infrastructure owner like the Port of Rotterdam Authority (PoRA) strategically mobilized narrative framing to reshape existing regimes over time. The study contributes to the debate on project management and transition studies by highlighting how infrastructure project owners respond to transition-related tensions by shaping, defending, and adapting project narratives over time, thereby influencing sustainability trajectories.

基础设施项目可以作为创新发展的利基，有助于实现网络所有者的战略目标，并推动更广泛的系统转型。然而，有限的研究考察了围绕基础设施项目的叙述和反叙述是如何塑造可持续转型的。通过对鹿特丹港的案例研究，我们分析了三个嵌入式项目——Maasvlakte 2、RDM校园和氢气管道——如何反映和塑造了20年来不断发展的叙事和反叙事。本研究以多层次视角（MLP）为基础，展示了像鹿特丹港务局（PoRA）这样的基础设施所有者如何战略性地调动叙事框架，随着时间的推移重塑现有制度。该研究通过强调基础设施项目所有者如何通过塑造、捍卫和调整项目叙述来应对与过渡相关的紧张关系，从而影响可持续性轨迹，为项目管理和转型研究的辩论做出了贡献。

引用次数: 0

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