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Breaking free from the invisible cage: Leveraging institutional logics to understand and facilitate organizational change projects 挣脱无形的牢笼:利用制度逻辑理解和促进组织变革项目
IF 7.4 1区 管理学 Q1 MANAGEMENT Pub Date : 2024-08-01 DOI: 10.1016/j.ijproman.2024.102635
Linzhuo Wang , Xinnan Wang , Ralf Müller

Organizational change projects suffer from a high failure rate. Extant literature identified structural inertia as the main cause of resistance to change. This structural inertia puts invisible shackles on organizations and makes the change process difficult or even pulls organizations back to their former state. However, it is still unknown how these organizations can be unchained. Drawing on an institutional logic perspective and based on an intriguing organizational change project of a state-owned company in China, we explored how institutional logic changes in organizational change projects. The results indicate that institutional change occurs through organizational deinstitutionalization, organizational institution building, and organizational reinstitutionalization across both individual and organizational levels. We developed a theory for successfully securing change efforts that relies on the level-crossing alteration of institutional logic that shackles employee behaviors. A model of institutional logic change is proposed to illustrate the organizational change carried out in the form of projects from an institutional logic perspective. Theoretical and practical contributions are discussed.

组织变革项目的失败率很高。现有文献指出,结构惰性是变革阻力的主要原因。这种结构性惰性给组织套上了无形的枷锁,使变革过程举步维艰,甚至将组织拉回到以前的状态。然而,如何才能解开这些组织的枷锁仍是一个未知数。我们从制度逻辑的视角出发,基于中国一家国有企业一个引人入胜的组织变革项目,探讨了制度逻辑如何在组织变革项目中发生变化。研究结果表明,制度变迁是通过组织去制度化、组织制度建设和组织再制度化的方式在个人和组织两个层面上发生的。我们提出了一套成功确保变革努力的理论,这套理论依赖于对束缚员工行为的制度逻辑的跨层次改变。我们提出了一个制度逻辑变革模型,从制度逻辑的角度说明了以项目形式开展的组织变革。讨论了理论和实践方面的贡献。
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引用次数: 0
Turning narratives into collective action through projects 通过项目将叙事转化为集体行动
IF 7.4 1区 管理学 Q1 MANAGEMENT Pub Date : 2024-08-01 DOI: 10.1016/j.ijproman.2024.102633
Natalya Sergeeva

Narratives are to be turned into commitment and collective action to create a tangible impact and achieve set goals. In this essay a framework is developed that helps us to comprehend how narratives can result in collective action. The framework is applied in a project organising context that demonstrates the related processes of narrating, projecting, action through time, engaging stakeholders, and creating shared identity. A collective action perspective offers a theoretical lens to understand these processes. From this essay, the research agenda is provided, and broader practical implications are discussed.

叙事应转化为承诺和集体行动,以产生实际影响并实现既定目标。本文提出了一个框架,帮助我们理解叙事如何促成集体行动。该框架被应用于一个项目的组织环境中,展示了通过时间进行叙述、预测、行动、吸引利益相关者参与以及创建共同身份的相关过程。集体行动视角为理解这些过程提供了一个理论视角。本文提出了研究议程,并讨论了更广泛的实际意义。
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引用次数: 0
Organisation design in megaprojects: A systematic literature review and research agenda 巨型项目中的组织设计:系统文献综述和研究议程
IF 7.4 1区 管理学 Q1 MANAGEMENT Pub Date : 2024-08-01 DOI: 10.1016/j.ijproman.2024.102634
Carolina M. Zani, Juliano Denicol, Tim Broyd
Megaprojects have a complex and evolving web of organisations arranged in a multilevel and multiphase structure, with intra- and inter-organisational boundaries evolving during the life cycle. This systematic review explores organisation design in megaprojects, identifying the processes for designing temporary megaproject organisational systems. The review analyses 141 full articles from a sample of 10,078 papers and presents three main contributions: the main theoretical lenses used to develop organisation design research in megaprojects, eight decision dimensions influencing organisation design choices, and the most common organisational capabilities. We present the Megaproject Organisation Design (MegaOD) Framework, as a structure to design organisational boundaries, and to identify the organisational dynamics (design, development, and redesign). We suggest four research streams to advance the design of complex organisations: 1. Design of megaproject ecosystems, 2. Degree of organisational interdependence, 3. Design for integration of product and organisational architectures, and 4. The role of organisational designers.
超大型项目的组织结构复杂且不断变化,采用多层次、多阶段的结构安排,组织内部和组织之间的界限在生命周期中不断变化。这篇系统性综述探讨了巨型项目中的组织设计,确定了临时性巨型项目组织系统的设计过程。综述分析了 10,078 篇论文样本中的 141 篇完整文章,并提出了三项主要贡献:用于开展超大项目组织设计研究的主要理论视角、影响组织设计选择的八个决策维度以及最常见的组织能力。我们提出了巨型项目组织设计(MegaOD)框架,作为设计组织边界和确定组织动态(设计、发展和再设计)的结构。我们提出了推进复杂组织设计的四个研究流:1.巨型项目生态系统的设计;2.组织的相互依存程度;3.产品与组织架构的整合设计;4.组织设计师的作用。组织设计师的作用。
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引用次数: 0
Too little or too much transparency? Influencing accountability in project management through the practices of using digital technologies 透明度太低还是太高?通过使用数字技术影响项目管理中的问责制
IF 7.4 1区 管理学 Q1 MANAGEMENT Pub Date : 2024-08-01 DOI: 10.1016/j.ijproman.2024.102636
Yibin Fabricius Zhang

Managing projects increasingly involves digital technologies, yet it remains unclear how project participants use digital technologies for accountability. Based on data from a qualitative field study in a software consultancy organization, this article examines how accountability is shaped by project teams’ use of digital project management tools. The findings reveal that project teams actualize visibility and association affordances to configure accountability and reinforce shared accountability in client relationships. However, they are constrained by persistence affordance, which requires consistent and aligned digital transparency. This study demonstrates that the impacts of digital technologies on project accountability emerge from the actualization of affordances in specific technology practices, co-determined by the technology materiality and the accountability goals of project participants. Through visibility and association affordances, digital technologies can reinforce both hierarchical and socializing forms of accountability. However, this requires project participants to form a consensus on technology usage, binding them to each other's digital practices.

项目管理越来越多地涉及数字技术,但项目参与者如何利用数字技术进行问责仍不清楚。本文基于对一家软件咨询机构的定性实地研究数据,探讨了项目团队如何通过使用数字项目管理工具来塑造责任感。研究结果表明,项目团队利用可视性和关联性来配置问责制,并加强客户关系中的共同问责制。然而,他们受到持久性能力的限制,这就要求数字透明具有一致性和协调性。本研究表明,数字技术对项目问责的影响来自于具体技术实践中的可承受性的实现,这是由技术的物质性和项目参与者的问责目标共同决定的。通过可见性和关联性,数字技术可以强化等级制和社会化的问责形式。然而,这需要项目参与者在技术使用上形成共识,将他们与彼此的数字实践结合起来。
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引用次数: 0
Coevolution of relationship networks and resistance behaviors for building information modeling implementation in construction projects 在建筑项目中实施建筑信息模型的关系网络和抵制行为的共同演化
IF 7.4 1区 管理学 Q1 MANAGEMENT Pub Date : 2024-07-01 DOI: 10.1016/j.ijproman.2024.102617
Shiting Shao, Dongping Cao

Heterogeneous individual participants are embedded within multiple dynamic intra-project relationship networks, which can both shape and be shaped by individual behaviors through social influence and selection processes, respectively. Yet empirical research on these complex interrelationships within projects remains lacking. This study fills this lacuna by investigating how formal task-oriented communication and informal knowledge-oriented advice networks coevolve with individual resistance behaviors for building information modeling (BIM) implementation in construction projects through social selection and influence processes. Stochastic actor-oriented network models and longitudinal data on project-level BIM implementation practices are used to examine this question. After controlling for related covariate and structural effects, the results provide clear evidence for the social selection process in which communication and advice ties in the networks are both more frequently formed between project participants with more similar resistance behaviors. Concerning the social influence process, the results show that compared with knowledge-oriented advice ties, task-oriented communication ties tend to more significantly influence the assimilation of resistance behaviors. The network-behavior coevolution process is simultaneously associated with the covariate effects related to individual experience as well as the structural effects related to reciprocity and triadic closure. As a pioneering effort of using longitudinal network modeling methods to empirically characterize network-behavior dynamics in projects, this study provides a deepened understanding of how social selection and influence processes collectively shape the dynamic interactions among heterogeneous project participants as a complex adaptive system.

异质的个体参与者被嵌入到项目内部的多个动态关系网络中,这些关系网络既可以通过社会影响和选择过程塑造个体行为,也可以通过个体行为被社会影响和选择过程所塑造。然而,关于项目内这些复杂相互关系的实证研究仍然缺乏。本研究通过调查正式的以任务为导向的沟通网络和非正式的以知识为导向的咨询网络如何通过社会选择和影响过程与个人在建筑项目中实施建筑信息模型(BIM)的抵制行为共同发展,填补了这一空白。随机行为者导向网络模型和项目级 BIM 实施实践的纵向数据被用来研究这个问题。在控制了相关的协变量和结构效应后,结果为社会选择过程提供了明确的证据,在这一过程中,网络中的沟通和建议关系更频繁地在具有更多类似抵制行为的项目参与者之间形成。关于社会影响过程,结果表明,与以知识为导向的咨询关系相比,以任务为导向的交流关系往往会对抵制行为的同化产生更显著的影响。网络与行为的共同演化过程同时与个人经历相关的协变量效应以及互惠和三元封闭相关的结构效应有关。作为使用纵向网络建模方法实证描述项目中网络-行为动态的一项开创性工作,本研究加深了对社会选择和影响过程如何共同塑造作为复杂适应系统的异质项目参与者之间的动态互动的理解。
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引用次数: 0
Examining owners’ and contractors’ motivations to participate in collaborative risk management of mega infrastructure projects 研究业主和承包商参与超大型基础设施项目合作风险管理的动机
IF 7.4 1区 管理学 Q1 MANAGEMENT Pub Date : 2024-07-01 DOI: 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.

尽管动机对协同风险管理的形成具有重要推动作用,但现有文献缺乏对利益相关者参与超大型基础设施项目协同风险管理动机的认识。通过将访谈数据与基于以往文献的理论框架相结合,本研究构建了利益相关者参与超大型基础设施项目协同风险管理的动机框架,包括四组动机,分别由身份逻辑(组织或个人层面)和利益逻辑(内在驱动或外在刺激)形成。基于港珠澳大桥的案例研究,讨论了项目业主和承包商之间的动机差异,指出这些差异与利益相关者的身份和项目进展密切相关。本研究以系统的视角认识了参与特大型基础设施项目协同风险管理的动机,将管理意图与实际动机相统一,为协同风险管理提供了新的视角。它丰富了超大型基础设施项目协作风险管理理论,为从业人员在此类项目中进行决策和协作风险管理提供了指导和启发。
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引用次数: 0
Misfiring and still succeeding: Seeking success in megaprojects amidst changing regulatory environments 误打误撞,依然成功:在不断变化的监管环境中寻求大型项目的成功
IF 7.4 1区 管理学 Q1 MANAGEMENT Pub Date : 2024-07-01 DOI: 10.1016/j.ijproman.2024.102615
Silvana Revellino , Lino Cinquini , Raffaele D'Alessio , Valerio Antonelli

This paper analyses the complexities involved in planning and managing infrastructural megaprojects under changing regulatory environments. Through the case of the megaprojects by Autostrade, a motorway construction company, the paper illustrates that the notion of success is problematic and not easily defined when changes in regulations by regulatory bodies become sources of overflows, inducing changes in plans that had been previously agreed upon.

Since regulations are dynamic, there may be a limit to which the initial planning parameters are legitimate benchmarks for the actualized megaproject's cost, time, and quality. It follows that a megaproject's success can result in orchestrating actions and reactions that involve both the capability of envisioning boundaries and demolishing them. This has severe implications for the notion of success itself, which does not easily fall into the traditional perspective of goal fulfillment but rather is linked to the inability to perceive the project's incompleteness.

本文分析了在不断变化的监管环境下规划和管理大型基础设施项目的复杂性。通过高速公路建设公司 Autostrade 的大型项目案例,本文说明了当监管机构的法规变化成为溢出源,导致之前商定的计划发生变化时,成功的概念是有问题的,而且不容易定义。由于法规是动态的,最初的规划参数作为实际大型项目的成本、时间和质量的合法基准可能是有限度的。由此可见,特大项目的成功可能会导致各种行动和反应,其中既包括设想边界的能力,也包括打破边界的能力。这对 "成功 "这一概念本身产生了严重影响,因为 "成功 "并不容易归入传统的 "目标实现 "视角,而是与无法感知项目的不完整性相关联。
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引用次数: 0
Boundary work in a project-based organization: Flow across interdependent boundaries in interorganizational programs 基于项目的组织中的边界工作:跨组织项目中跨越相互依存边界的流程
IF 7.4 1区 管理学 Q1 MANAGEMENT Pub Date : 2024-07-01 DOI: 10.1016/j.ijproman.2024.102622
Lynn Vosman , Fleur Deken , Leentje Volker

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.

以项目为基础的组织(PBOs)越来越多地发起战略变革,在组织间计划中开展工作。由于项目的短期关注点、高度自主性以及组织间参与者的不同参与程度,建立这种变革具有挑战性。我们采用边界工作的视角,研究在基础设施中运营的公共组织如何处理在组织项目工作时出现的母组织-项目、母组织-项目以及项目-项目之间的边界问题。基于两项深入的定性案例研究,我们确定了在项目、流程和学习中建立持续且可预测的流程对于实现组织间项目有效合作的重要性。我们发现,任何单个边界的边界工作都不足以从这种项目合作中获益。我们的研究为边界工作和项目管理文献提供了新的见解,揭示了边界在组织间项目战略变革中的相互依存性质。
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引用次数: 0
Corrigendum to “Single versus multiple project teams and individual performance: Do they ask for different leadership behaviors?” [Int. J. Proj. Manag., 42 (2024), 102563] 单个项目团队与多个项目团队及个人绩效:它们要求不同的领导行为吗?[Int. J. Proj. Manag.
IF 7.4 1区 管理学 Q1 MANAGEMENT Pub Date : 2024-07-01 DOI: 10.1016/j.ijproman.2024.102621
Renata Kenda , Nicoleta Meslec , Leon Oerlemans
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引用次数: 0
Drivers of innovation in infrastructure development projects: A configurational analysis of boundary spanning roles 调查基础设施发展中的创新驱动力:荷兰项目中跨越边界角色的配置分析
IF 7.4 1区 管理学 Q1 MANAGEMENT Pub Date : 2024-07-01 DOI: 10.1016/j.ijproman.2024.102620
Shreya Anna Satheesh, Stefan Verweij, Tim Busscher, Jos Arts

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.

创新可以为提高项目效率提供新的机遇。然而,实现创新具有挑战性,尤其是在公共基础设施开发项目中。在基于合同的合作环境中,普遍存在一些阻碍因素,如有限的合同激励和复杂性。文献表明,边界跨越者在抓住机遇推动创新方面发挥着重要作用。本研究旨在确定在合同类型和复杂性各不相同的典型项目情况下,边界跨越角色的配置,以促进创新。实证数据来自 58 个项目,采用模糊集定性比较分析法(fsQCA)进行分析。结果表明,根据项目的合同类型和复杂程度,项目经理或其他团队成员可以采取不同的边界跨越角色组合来促进创新。这项研究强调,在高度复杂的情况下,边界跨越角色在与合作者保持良好关系方面发挥着关键作用,而这种关系对于创新的发展至关重要。
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引用次数: 0
期刊
International Journal of Project Management
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