International Journal of Project Management最新文献

英文中文

Unpacking technical-political interweaving and the dual role of information technology in project collaboration 拆解技术-政治交织和信息技术在项目协作中的双重作用

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.2025.102770

Pei Ma , Isabelle Y.S. Chan , Ying Gao , Shuibo Zhang

Interdisciplinary project teams face significant challenges when collaborating across knowledge boundaries. However, existing research focuses primarily on technical issues while overlooking political complexities. This creates incomplete understanding of how political complexities are resolved, how technical and political components intertwine, and how information technology serves as boundary objects. This research addresses these gaps by developing a theoretical framework that integrates both technical and political components, grounded in sociomateriality. Built environment projects featuring building information modelling-enabled early facilities management involvement provide the research context, where information technology enables interdisciplinary collaboration amid complex boundary-spanning challenges. Two interconnected study phases were conducted, employing qualitative methods. The findings illuminate mechanisms underlying political abilities arising from capital utilization and conversion, identify the driver of technical-political interweaving, and reveal information technology’s dual role and perceived effects. This research advances sociomaterial boundary-spanning studies and provides insights for information technology-enabled interdisciplinary collaboration in projects.

跨学科项目团队在跨知识边界协作时面临重大挑战。然而，现有的研究主要集中在技术问题上，而忽视了政治复杂性。这造成了对政治复杂性如何解决，技术和政治成分如何交织，以及信息技术如何作为边界对象的不完整理解。本研究通过发展一个基于社会物质的理论框架来解决这些差距，该框架整合了技术和政治成分。具有建筑信息模型支持的早期设施管理参与的建筑环境项目提供了研究背景，其中信息技术使跨学科合作能够应对复杂的跨边界挑战。采用定性方法进行了两个相互关联的研究阶段。研究结果阐明了资本利用和转换产生的政治能力的潜在机制，确定了技术-政治交织的驱动因素，揭示了信息技术的双重作用和感知效应。这项研究促进了社会物质跨界研究，并为信息技术支持的跨学科项目合作提供了见解。

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引用次数: 0

Beyond cost overruns: How cost is actually reduced in complex projects 超越成本超支：如何在复杂项目中实际降低成本

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.2025.102765

Joseph Watton , Christine Unterhitzenberger , Giorgio Locatelli , Diletta Colette Invernizzi

In project research, most cost studies have shown how cost estimation processes can produce more realistic cost estimates and reduce cost overruns. In contrast, the knowledge of the day-to-day practices of project teams during planning to proactively reduce the actual cost of projects is limited. Utilising a project-as-practice lens, this paper aims to identify the practices of cost reduction in the planning of complex projects. We employed a single-case study of a UK major nuclear decommissioning project to find that cost reduction is practiced by setting the project up for cost reduction before developing cost reduction solutions. We show how cultures of collaboration, open communication, and opportunity management are key to realistic cost reduction. Our theoretical contribution entails an understanding of how proactive cost reduction is performed in complex projects. We recommend organisations adopt a collaborative contractual approach and place greater focus on opportunity management.

在项目研究中，大多数成本研究表明成本估算过程如何产生更现实的成本估算并减少成本超支。相比之下，项目团队在计划中主动降低项目实际成本的日常实践知识是有限的。利用项目作为实践的视角，本文旨在确定在复杂项目规划中降低成本的实践。我们采用了英国一个大型核退役项目的单一案例研究，发现在制定降低成本的解决方案之前，通过将项目设置为降低成本来实现成本降低。我们展示了协作、开放沟通和机会管理的文化如何成为降低实际成本的关键。我们的理论贡献需要理解如何在复杂项目中执行主动成本降低。我们建议各组织采用合作合同方式，更加注重机会管理。

引用次数: 0

Digital pathways in project communication: A process study of community engagement 项目沟通中的数字途径：社区参与的过程研究

IF 7.5 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-09-27 DOI: 10.1016/j.ijproman.2025.102769

Tommasina Pianese , Walter Vesperi

Community engagement is fundamental for project success. However, establishing genuine connections with community members is hindered by limited project time and the variety of interests involved. In this context, social networking sites (SNS) have been shown to be a powerful engagement tool as long as they are strategically leveraged by project organizations. Yet key features of these platform dynamics remain underexplored in the PM literature. To advance our knowledge, this study aims to understand the communication process enacted on SNS by project organizations for community engagement. To this end, we conducted a process study on a sports event where such platforms are consistently exploited for engaging the online community. The internal perspective enabled the underlying organizational processes to be detected. Our findings revealed that project communication acted in practice as a dynamic process relying on the discursive patterns with the online community and affected by the external context.

社区参与是项目成功的基础。然而，与社区成员建立真正的联系受到有限的项目时间和所涉及的各种兴趣的阻碍。在这种情况下，社交网站（SNS）已被证明是一个强大的参与工具，只要它们被项目组织战略性地利用。然而，这些平台动态的关键特征在PM文献中仍然没有得到充分的探讨。为了增进我们的知识，本研究旨在了解项目组织为社区参与而在SNS上实施的传播过程。为此，我们对一个体育赛事进行了过程研究，在这个赛事中，这些平台一直被用来参与在线社区。内部透视图允许检测底层组织流程。研究结果表明，项目沟通在实践中是一个动态的过程，依赖于与网络社区的话语模式，并受到外部语境的影响。

引用次数: 0

Co-fabricating the permanent to enable temporary organizing: Insights from an ethnography of emergency response operations 共同编制永久性组织以实现临时组织：来自应急行动民族志的见解

IF 7.5 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-09-27 DOI: 10.1016/j.ijproman.2025.102768

Michael Grothe-Hammer , Olivier Berthod , Gordon Müller-Seitz , Jörg Sydow

Research on temporary organizations such as projects acknowledges the interplay between the temporary and the permanent. However, we still lack deeper understanding of the processes responsible for (re)producing and transforming permanent structures for temporary organizing. We present an ethnography of collaborative emergency response operations in a major German city – a setting providing an example of temporary organizing including more permanent structures drawn from intra- and interorganizational processes. Revealing the recursive interplay between the permanent and temporary across multiple levels, we explore practices of temporary organizing in situations that require both routine and highly situated responses. We also show how more permanent structures are co-fabricated in the process of temporary organizing. Furthermore, our study addresses the intricate interplay between organizing for the temporary and the permanent in relation to the tensions associated with the duality of stability and change. Finally, we outline implications for the effectiveness of emergency management and planning.

对临时性组织（如项目）的研究承认临时性和永久性之间的相互作用。然而，我们仍然缺乏对负责（重新）生产和转换临时组织的永久结构的过程的更深入的理解。我们介绍了德国一个主要城市协作应急响应行动的民族志——这是一个临时组织的例子，包括从组织内部和组织间过程中汲取的更永久的结构。揭示了在多个层面上永久和临时之间的递归相互作用，我们探索了在需要常规和高度情境反应的情况下临时组织的实践。我们也展示了更多的永久性结构是如何在临时组织的过程中共同制造的。此外，我们的研究解决了临时和永久组织之间复杂的相互作用，以及与稳定和变化二元性相关的紧张关系。最后，我们概述了对应急管理和规划有效性的影响。

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引用次数: 0

Confronting information dilemma: How does collective mindfulness foster team improvisation in megaprojects 面对信息困境：集体正念如何在大型项目中培养团队即兴创作

IF 7.5 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-09-24 DOI: 10.1016/j.ijproman.2025.102767

Kaiwen Jiang , Yun Le , Xian Zheng , Jie Cui , Martin Skitmore

Improvisation is increasingly recognized as an effective process to deal with unforeseen uncertainties in megaprojects. However, it is challenging for megaproject teams to enact improvisation that hinges on efficient real-time information processing, facing the harsh information dilemma. From an information processing perspective, this study investigates how two modes of collective mindfulness – mindful attention and mindful conceptualizing – affect team improvisation in megaprojects. Our questionnaire survey on 60 megaproject teams reveals that both mindfulness modes follow an inverted U-shaped relationship with improvisation. The moderating roles of project complexity and ambiguity are examined, showing that these factors flatten the curvilinear effects of mindful attention and conceptualizing on improvisation. Findings also suggest that a project manager’s heightened metacognitive belief in mindfulness shifts and flattens these relationships, allowing for greater team improvisation. Our findings contribute to new antecedents of improvisation and extend mindfulness research in projects, leading to better dealing with unforeseen uncertainties in megaprojects.

即兴创作越来越被认为是处理大型项目中不可预见的不确定性的有效方法。然而，面对严峻的信息困境，大型项目团队制定依赖于高效实时信息处理的即兴创作是一项挑战。本研究从信息加工的角度，探讨了正念注意和正念概念化两种集体正念模式对大型项目团队即兴创作的影响。我们对60个大型项目团队的问卷调查显示，这两种正念模式都与即兴创作呈倒u型关系。项目复杂性和模糊性的调节作用表明，这些因素使正念注意力和概念化对即兴创作的曲线效应变得平坦。研究结果还表明，项目经理对正念的高度元认知信念会改变并使这些关系变得平坦，从而允许团队更好地即兴发挥。我们的发现为即兴创作提供了新的先例，并扩展了项目中的正念研究，从而更好地处理大型项目中不可预见的不确定性。

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引用次数: 0

A stakeholder theory perspective for project management 项目管理的利益相关者理论视角

IF 7.5 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-09-11 DOI: 10.1016/j.ijproman.2025.102764

R. Edward Freeman, Prem Sagar Menghwar , Yael Grushka-Cockayne

We explore links between stakeholder theory and project planning and management. For decades, scholarly work in the field of project management has been enamored with stakeholder theory. Many projects, however, routinely encounter delays and cost overruns due to tensions in value creation among shareholders and stakeholders. We believe that integrating six key principles of stakeholder theory can provide effective project management and value creation for multiple stakeholders without tradeoffs. Through examples, we illustrate how these principles play a critical role in managing projects, draw critical connections across the two disciplines, and suggest an agenda for future research at the intersection of project management and stakeholder theory.

我们将探讨利益相关者理论与项目规划和管理之间的联系。几十年来，项目管理领域的学术工作一直痴迷于利益相关者理论。然而，由于股东和利益相关者之间在价值创造方面的紧张关系，许多项目经常遇到延迟和成本超支。我们相信，整合干系人理论的六个关键原则可以为多个干系人提供有效的项目管理和价值创造，而无需权衡。通过实例，我们说明了这些原则如何在项目管理中发挥关键作用，绘制了两个学科之间的关键联系，并提出了项目管理和利益相关者理论交叉的未来研究议程。

引用次数: 0

Conceptualizing semi-temporary project networks through actor roles in smart city innovation 通过智慧城市创新中的参与者角色概念化半临时项目网络

IF 7.5 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-09-09 DOI: 10.1016/j.ijproman.2025.102763

Emilene Leite

Our study examines the under-theorized, yet essential roles adopted by actors in fostering urban innovation, with a focus on the organization of project networks in smart cities, and conceptualizes these as semi-temporary project networks, a new form of organizing innovation. Specifically, it addresses two research questions: (1) How do actors adopt or create roles when organizing project networks for smart city innovation? and (2) How do these roles enable and promote innovation in complex, multi-actor environments such as smart cities? Drawing on two case studies of smart city project networks, the study identifies six distinct actor roles that contribute to innovation: i) the orchestrator, ii) facilitator, iii) integrator, iv) co-creator, v) tester, and vi) knowledge developer. By mapping the actors’ roles and linking them to project networks literature, we show empirically that the role of the orchestrator matters in project development, but some supporting roles in the specific innovation tasks become even more relevant than the orchestrator itself. The interplay between temporality at the project level and relative permanence at the relationship level forms the foundation of semi-temporary project networks for sustained innovation and collaboration across projects. This study has implications for project management literature, particularly on managing and organizing projects for societal impact, as well as for practitioners and municipalities interested in knowing which roles lead to effective smart city implementation.

我们的研究考察了参与者在促进城市创新中所扮演的理论不足但却至关重要的角色，重点关注智慧城市中项目网络的组织，并将其概念化为半临时项目网络，这是一种组织创新的新形式。具体来说，它解决了两个研究问题：(1)在组织智慧城市创新项目网络时，参与者如何采用或创建角色？(2)这些角色如何在智能城市等复杂的多参与者环境中实现和促进创新？通过对智慧城市项目网络的两个案例研究，该研究确定了有助于创新的六种不同的参与者角色：i)协调者，ii)促进者，iii)集成商，iv)共同创造者，v)测试者，vi)知识开发者。通过映射参与者的角色并将其与项目网络文献联系起来，我们从经验上表明，协调者的角色在项目开发中很重要，但在特定的创新任务中，一些支持角色甚至比协调者本身更相关。项目层面的临时性和关系层面的相对持久性之间的相互作用构成了跨项目持续创新和协作的半临时性项目网络的基础。这项研究对项目管理文献具有启示意义，特别是关于管理和组织具有社会影响的项目，以及对了解哪些角色导致有效的智慧城市实施感兴趣的从业者和市政当局。

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引用次数: 0

Project determinants of long-term value in the operations 项目运营中长期价值的决定因素

IF 7.5 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-09-06 DOI: 10.1016/j.ijproman.2025.102762

Chiara Ogheri , Tuomas Ahola , Giorgio Locatelli , Matias Ståhle

There is increasing scholarly interest in the long-term impact of projects. In this context, this paper investigates how projects create value during the operations phase, when their outputs have been transferred to end users. We draw on a purposefully selected, in-depth single case study of an urban development project that has been in its operational phase for more than 50 years and has consistently delivered value to end users. Our analysis contrasts the value espoused by the project organisation during the project phase with the value perceived by end users 50 years after project completion. The findings indicate that long-term value creation in the operations phase is facilitated by two key factors: (a) the design, during the project phase, of a permanent organisation operations, and (b) the design of ad hoc processes and structures within this organisation to define and regulate its relationship with end users in accordance with the principle of subsidiarity.

学术界对项目的长期影响越来越感兴趣。在此背景下，本文研究了当项目的产出被传递给最终用户时，项目如何在运营阶段创造价值。我们对一个城市发展项目进行了有目的地选择，深入的单一案例研究，该项目已处于运营阶段超过50年，并始终如一地为最终用户提供价值。我们的分析对比了项目组织在项目阶段所支持的价值与最终用户在项目完成后50年所感知的价值。研究结果表明，两个关键因素促进了运营阶段的长期价值创造：(a)在项目阶段设计一个永久性的组织运营，以及(b)在该组织内设计临时流程和结构，以根据辅助原则定义和规范其与最终用户的关系。

引用次数: 0

Projectification and governance evolution in public sector strategy: A case study of Shenzhen Qianhai mega new town development in China 公共部门战略中的项目化与治理演变——以深圳前海大型新城开发为例

IF 7.5 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-08-01 DOI: 10.1016/j.ijproman.2025.102751

Yongkui Li , Mengqi Wang , Ronggui Ding , Sheng Luo , Chunhua Xie

As projectification increasingly dominates the public sector, policies and strategies are predominantly implemented through projects. Achieving long-term strategic goals often entails complex, multi-level projectification, posing significant challenges to the governance capacity of the public sector and demanding a dynamic and adaptive governance system. Yet, existing literature lacks systematic research on this issue. Building on projectification research and governance theory, this study aims to reveal the projectification and governance evolution in public sector strategies, as well as the underlying mechanisms. We employ a longitudinal case study of a Chinese public sector strategy: the Shenzhen Qianhai Mega New Town Development. Tracing its fifteen-year evolution from conception to operation, our findings demonstrate that implementing such project-based strategies involves dynamic interactions among goal setting, institutional system development, organizational structuring, and project planning and construction. Based on these findings, we develop a conceptual model—the SIOP framework (Strategy, Institution, Organization, Project)—to capture the underlying evolutionary mechanisms of public sector strategies. This study contributes to projectification research by integrating governance theory and providing empirical insights, while also offering practical implications for public sectors.

随着项目日益主导公共部门，政策和战略主要通过项目来实施。实现长期战略目标往往需要复杂的、多层次的规划，对公共部门的治理能力提出重大挑战，需要一个动态的、适应性强的治理系统。然而，现有文献缺乏对这一问题的系统研究。基于项目化研究和治理理论，本研究旨在揭示公共部门战略的项目化和治理演变及其背后的机制。我们采用了中国公共部门战略的纵向案例研究：深圳前海巨型新城发展。通过对其从概念到运行的15年演变的追踪，我们的研究结果表明，实施这种基于项目的战略涉及目标设定、制度体系发展、组织结构和项目规划与建设之间的动态互动。基于这些发现，我们开发了一个概念模型——SIOP框架（战略、制度、组织、项目），以捕捉公共部门战略的潜在演化机制。本研究通过整合治理理论和提供实证见解，为项目化研究做出了贡献，同时也为公共部门提供了实践启示。

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Theorizing temporary organizing to foster true cross fertilization: Focus on projects, processes and practices 将临时组织理论化以促进真正的交叉发展：关注项目、过程和实践

IF 7.5 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-08-01 DOI: 10.1016/j.ijproman.2025.102753

Maude Brunet , Catriona M. Burke , Mohsin Malik , Jörg Sydow

Extant scholarship in project studies is calling for fertilizing across disciplines to pave the way to stronger theorizing. This essay responds to this call by spurring a debate on how to theorize temporary organizing in new and creative ways — both broadly and with a particular focus on projects, arguably the most prevalent form of such organizing. We propose addressing projects and other forms of temporary organization as processual, practice-based phenomena that provide ample opportunities to foster cross-fertilization, in particular between the related disciplines of organization and project studies. To this end, we argue that theoretical advancements in a discipline can occur on a spectrum—ranging from leveraging reference theories from related fields (a top-down approach) to developing home-grown theories grounded in empirical research (a bottom-up approach). This spectrum serves as the foundation for this essay, as we develop this processual, practice-based perspective to project studies by illustrating how (1) reference theories from organization studies such as practice-driven institutionalism generate new insights on temporary organizing and (2) home-grown theories of temporary organizing generated by studying projects and other forms of temporary organization may have theoretical and practical implications beyond project studies.

项目研究领域现存的学术研究呼吁跨学科的融合，为更强的理论化铺平道路。本文通过激发一场关于如何以新的和创造性的方式将临时组织理论化的辩论来回应这一呼吁——既广泛又特别关注项目，可以说是这种组织最普遍的形式。我们建议将项目和其他形式的临时组织作为过程性的、基于实践的现象来处理，这些现象为促进交叉施肥提供了充足的机会，特别是在组织和项目研究的相关学科之间。为此，我们认为，一个学科的理论进步可以发生在一个范围内——从利用相关领域的参考理论（自上而下的方法）到发展基于实证研究的本土理论（自下而上的方法）。这个范围是本文的基础，因为我们通过说明(1)来自组织研究的参考理论，如实践驱动的制度主义，如何产生关于临时组织的新见解；(2)通过研究项目和其他形式的临时组织产生的临时组织的本土理论，可能具有超出项目研究的理论和实践意义，从而将这个过程性的、基于实践的视角发展到项目研究。

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