Pub Date : 2025-11-29DOI: 10.1016/j.ijproman.2025.102794
Alfons van Marrewijk
Increasingly, global connectivity is being shaped by transnational infrastructure megaprojects, which are commonly organized as programmes relying on specific interorganizational governance mechanisms. While previous research on programmes has examined how governance mechanisms address institutional conflicts, it has largely overlooked the pressures generated by multiple national environments. This paper examines a unique case study of the transnational BiOceanic Corridor programme in South America, which aims to construct a road connection between Brazil, Paraguay, Argentina and Chile in the absence of a central coordinating authority. The study identifies a balanced configuration of seven interorganizational governance mechanisms operating across three levels. The findings extend current debates on governance of transnational infrastructure programmes by showing how governance mechanisms are distributed and enacted across levels to manage institutional complexity. In addition, the study contributes to literature on governance mechanisms by presenting an empirical case where relational governance mechanisms predominate in facilitating programme progress.
{"title":"Interorganizational governance of transnational infrastructure programmes across multiple national environments: The south American BiOceanic Corridor as ‘the new Panama Canal’","authors":"Alfons van Marrewijk","doi":"10.1016/j.ijproman.2025.102794","DOIUrl":"10.1016/j.ijproman.2025.102794","url":null,"abstract":"<div><div>Increasingly, global connectivity is being shaped by transnational infrastructure megaprojects, which are commonly organized as programmes relying on specific interorganizational governance mechanisms. While previous research on programmes has examined how governance mechanisms address institutional conflicts, it has largely overlooked the pressures generated by multiple national environments. This paper examines a unique case study of the transnational BiOceanic Corridor programme in South America, which aims to construct a road connection between Brazil, Paraguay, Argentina and Chile in the absence of a central coordinating authority. The study identifies a balanced configuration of seven interorganizational governance mechanisms operating across three levels. The findings extend current debates on governance of transnational infrastructure programmes by showing how governance mechanisms are distributed and enacted across levels to manage institutional complexity. In addition, the study contributes to literature on governance mechanisms by presenting an empirical case where relational governance mechanisms predominate in facilitating programme progress.</div></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"44 1","pages":"Article 102794"},"PeriodicalIF":7.5,"publicationDate":"2025-11-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145659088","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 : 2025-11-19DOI: 10.1016/j.ijproman.2025.102791
Yangzhi Yan , Liang Xiao , Abubakar Sadiq Ibrahim , Xiaowei Luo , Xiaopeng Deng
Inter-organizational projects (IOPs) are increasingly adopted to address complex and knowledge-intensive tasks across diverse industries. Effective inter-organizational knowledge flow is crucial for IOPs success but is often hindered by weak relational foundations, divergent systems, and limited collaboration history. Although prior studies identify trust and relational quality as central enablers of inter-organizational knowledge flow, they largely treat these relational conditions as pre-existing rather than examining how they are formed. As a result, the contextual antecedents that shape relational foundations—particularly the various forms of organizational proximity—remain insufficiently theorized in the project management literature. This gap is especially salient in IOPs, where organizations often lack collaboration history and operate under divergent governance systems. Drawing on transaction cost theory and social capital theory, this study examines how six dimensions of inter-organizational proximity—geographical, cultural, institutional, technological, policy, and goal—affect knowledge flow in IOPs, and whether this relationship is mediated by relationship quality. A sequential mixed-methods approach was employed, combining a three-wave survey of 272 professionals with semi-structured interviews in five representative IOPs. The results reveal a clear hierarchy: goal and cultural proximity are the primary drivers of relationship quality and knowledge flow, while technological proximity exhibits a significant negative impact on knowledge flow, a paradox attributed to perceived competition. Furthermore, geographical proximity has a moderate effect, and policy/institutional proximities are important but insufficient. Crucially, relationship quality serves as the central mechanism that translates structural proximity into effective collaboration. By bringing a knowledge governance and organizational proximity perspective to IOPs, this study contributes to the project management literature on the structural antecedents of relational conditions and offers practical guidance for partner selection and knowledge governance in complex, multi-organizational environments.
{"title":"Does proximity foster collaboration? exploring the role of proximity in shaping relationship quality and knowledge flow in inter-organizational projects","authors":"Yangzhi Yan , Liang Xiao , Abubakar Sadiq Ibrahim , Xiaowei Luo , Xiaopeng Deng","doi":"10.1016/j.ijproman.2025.102791","DOIUrl":"10.1016/j.ijproman.2025.102791","url":null,"abstract":"<div><div>Inter-organizational projects (IOPs) are increasingly adopted to address complex and knowledge-intensive tasks across diverse industries. Effective inter-organizational knowledge flow is crucial for IOPs success but is often hindered by weak relational foundations, divergent systems, and limited collaboration history. Although prior studies identify trust and relational quality as central enablers of inter-organizational knowledge flow, they largely treat these relational conditions as pre-existing rather than examining how they are formed. As a result, the contextual antecedents that shape relational foundations—particularly the various forms of organizational proximity—remain insufficiently theorized in the project management literature. This gap is especially salient in IOPs, where organizations often lack collaboration history and operate under divergent governance systems. Drawing on transaction cost theory and social capital theory, this study examines how six dimensions of inter-organizational proximity—geographical, cultural, institutional, technological, policy, and goal—affect knowledge flow in IOPs, and whether this relationship is mediated by relationship quality. A sequential mixed-methods approach was employed, combining a three-wave survey of 272 professionals with semi-structured interviews in five representative IOPs. The results reveal a clear hierarchy: goal and cultural proximity are the primary drivers of relationship quality and knowledge flow, while technological proximity exhibits a significant negative impact on knowledge flow, a paradox attributed to perceived competition. Furthermore, geographical proximity has a moderate effect, and policy/institutional proximities are important but insufficient. Crucially, relationship quality serves as the central mechanism that translates structural proximity into effective collaboration. By bringing a knowledge governance and organizational proximity perspective to IOPs, this study contributes to the project management literature on the structural antecedents of relational conditions and offers practical guidance for partner selection and knowledge governance in complex, multi-organizational environments.</div></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"44 1","pages":"Article 102791"},"PeriodicalIF":7.5,"publicationDate":"2025-11-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145798499","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}
Large construction projects are increasingly required to create social value through social procurement. Yet project managers often struggle to fulfil these contractual obligations due to industry norms that undermine the relational practices on which social value creation depends. Using Ethics of Care theory and drawing on semi-structured interviews with fifteen Social Procurement Professionals (SPPs) in the construction industry, this article investigates whether and how SPPs practice care, and how a caring relationality challenges the transactional, rationalist norms that otherwise prevent projects from creating social value. Thematic analysis shows that to create social value, SPPs foster trust, reciprocity, and collaboration among webs of project actors by evoking their emotions, moral responsibility, holistic perspectives, and long-term commitment to change. In doing so, SPPs act as intermediaries who work on shifting relational norms in projects towards greater inclusivity and care. The findings suggest that while SPPs often remain marginal and under-resourced in project structures, they play a critical role in shifting how projects create social value, thus offering new insights for both project management scholarship and practical implementation of social procurement.
{"title":"Caring beyond compliance: how social procurement professionals reshape relational norms in construction projects","authors":"Roksolana Suchowerska , Martin Loosemore , Ashlea Coen , Suhair Alkilani","doi":"10.1016/j.ijproman.2025.102783","DOIUrl":"10.1016/j.ijproman.2025.102783","url":null,"abstract":"<div><div>Large construction projects are increasingly required to create social value through social procurement. Yet project managers often struggle to fulfil these contractual obligations due to industry norms that undermine the relational practices on which social value creation depends. Using Ethics of Care theory and drawing on semi-structured interviews with fifteen Social Procurement Professionals (SPPs) in the construction industry, this article investigates whether and how SPPs practice care, and how a caring relationality challenges the transactional, rationalist norms that otherwise prevent projects from creating social value. Thematic analysis shows that to create social value, SPPs foster trust, reciprocity, and collaboration among webs of project actors by evoking their emotions, moral responsibility, holistic perspectives, and long-term commitment to change. In doing so, SPPs act as intermediaries who work on shifting relational norms in projects towards greater inclusivity and care. The findings suggest that while SPPs often remain marginal and under-resourced in project structures, they play a critical role in shifting how projects create social value, thus offering new insights for both project management scholarship and practical implementation of social procurement.</div></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"43 8","pages":"Article 102783"},"PeriodicalIF":7.5,"publicationDate":"2025-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145418026","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 : 2025-11-01DOI: 10.1016/j.ijproman.2025.102790
{"title":"Call for papers: Power and politics in project management","authors":"","doi":"10.1016/j.ijproman.2025.102790","DOIUrl":"10.1016/j.ijproman.2025.102790","url":null,"abstract":"","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"43 8","pages":"Article 102790"},"PeriodicalIF":7.5,"publicationDate":"2025-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145623879","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 : 2025-11-01DOI: 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.
{"title":"Building organizational and project readiness for AI: A dialectical approach","authors":"Daniel Erian Armanios , Christopher L. Tucci","doi":"10.1016/j.ijproman.2025.102792","DOIUrl":"10.1016/j.ijproman.2025.102792","url":null,"abstract":"<div><div>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: <u>C</u>ognitive, <u>I</u>nformational, <u>P</u>rojection, <u>H</u>aptic, <u>E</u>xchange, and <u>R</u>esource. 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.</div></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"43 8","pages":"Article 102792"},"PeriodicalIF":7.5,"publicationDate":"2025-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145684246","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 : 2025-11-01DOI: 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.
{"title":"From outputs to outcomes: Meeting a threshold of short-term project management success as a necessary condition for achieving long-term impact","authors":"Zhiwen Zheng, Ofer Zwikael","doi":"10.1016/j.ijproman.2025.102789","DOIUrl":"10.1016/j.ijproman.2025.102789","url":null,"abstract":"<div><div>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.</div></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"43 8","pages":"Article 102789"},"PeriodicalIF":7.5,"publicationDate":"2025-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145579771","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 : 2025-11-01DOI: 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.
{"title":"Projectification without projects? Theorizing temporal structures of agile-based organizing","authors":"Joana Geraldi , Iben Stjerne , Matthias Wenzel","doi":"10.1016/j.ijproman.2025.102786","DOIUrl":"10.1016/j.ijproman.2025.102786","url":null,"abstract":"<div><div>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 <em>how</em> 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.</div></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"43 8","pages":"Article 102786"},"PeriodicalIF":7.5,"publicationDate":"2025-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145623878","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 : 2025-11-01DOI: 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.
{"title":"What Do We Really Know? A 40-Year Scientific Realist Examination of Theory Testing in Project Management","authors":"Thomas P. Kenworthy , Kam Jugdev","doi":"10.1016/j.ijproman.2025.102788","DOIUrl":"10.1016/j.ijproman.2025.102788","url":null,"abstract":"<div><div><strong>Purpose:</strong> The nature and extent of middle-range theory testing, an indicator of intellectual progress, is an unexamined area in project management scholarship.</div><div><strong>Design/Methodology:</strong> 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.</div><div><strong>Findings:</strong> 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.</div><div><strong>Practical Implications:</strong> 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.</div><div><strong>Originality/Value:</strong> This is the first systematic examination of theory testing patterns in project management, revealing growing maturity and legitimacy while identifying overreliance on borrowed theories.</div></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"43 8","pages":"Article 102788"},"PeriodicalIF":7.5,"publicationDate":"2025-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145579326","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 : 2025-11-01DOI: 10.1016/j.ijproman.2025.102785
Efrosyni Konstantinou , David Carl Wilson , Henk Den Uijl , Ralf Mülle
{"title":"Call for papers: The transformational role of philosophy in project management","authors":"Efrosyni Konstantinou , David Carl Wilson , Henk Den Uijl , Ralf Mülle","doi":"10.1016/j.ijproman.2025.102785","DOIUrl":"10.1016/j.ijproman.2025.102785","url":null,"abstract":"","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"43 8","pages":"Article 102785"},"PeriodicalIF":7.5,"publicationDate":"2025-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145579772","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 : 2025-11-01DOI: 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.
{"title":"On cost, over time: How Scandinavian transport infrastructure challenges conventional understanding of project delivery performance","authors":"Paul Chapman","doi":"10.1016/j.ijproman.2025.102787","DOIUrl":"10.1016/j.ijproman.2025.102787","url":null,"abstract":"<div><div>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.</div><div>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.</div></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"43 8","pages":"Article 102787"},"PeriodicalIF":7.5,"publicationDate":"2025-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145520133","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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