International Journal of Project Management最新文献

英文中文

Knowledge governance mechanisms and regulatory focus effects on online collective knowledge sharing in project teams 知识治理机制和监管焦点对项目团队在线集体知识共享的影响

IF 7.4 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-07-22 DOI: 10.1016/j.ijproman.2025.102748

Jianyao Jia , Shan Jiang , Yuanyuan Zhang

In today’s mobile internet era, online knowledge sharing has become increasingly prevalent within project teams. However, fostering online knowledge sharing in practice presents significant challenges, and the underlying psychological mechanisms, particularly concerning online collective knowledge sharing, remain incompletely understood. Given that online collective knowledge sharing occurs within public or collective spheres, a primary goal becomes improving the collective good and achieving shared goals. Consequently, online collective knowledge sharing is conceptualized as a process through which team members pursue both organizational and individually-assigned knowledge goals, which are specified by knowledge governance mechanisms. To explain the psychological mechanism involved in reducing goal discrepancies, regulatory focus theory is employed. Utilizing a dataset of 208 project team members, the study examines the proposed hypotheses and finds that prevention focus, rather than promotion focus, directly contributes to online collective knowledge sharing. Furthermore, prevention focus mediates the relationship between knowledge governance mechanisms and online collective knowledge sharing, while promotion focus strengthens the positive association between prevention focus and knowledge sharing. By revealing these complex dynamics, this study contributes to both project management and knowledge management literature. Moreover, it provides practical insights for knowledge management practices within today’s pervasive online environments.

在今天的移动互联网时代，在线知识共享在项目团队中变得越来越普遍。然而，在实践中促进在线知识共享面临着重大挑战，潜在的心理机制，特别是关于在线集体知识共享的心理机制，仍然不完全清楚。鉴于在线集体知识共享发生在公共或集体领域，主要目标变成了改善集体利益和实现共同目标。因此，在线集体知识共享被概念化为团队成员追求组织和个人指定的知识目标的过程，这些目标是由知识治理机制指定的。为了解释减少目标差异的心理机制，运用了调节焦点理论。利用208个项目团队成员的数据集，该研究检验了提出的假设，发现以预防为重点，而不是以促进为重点，直接有助于在线集体知识共享。预防焦点在知识治理机制与网络集体知识共享的关系中起中介作用，而促进焦点在预防焦点与知识共享的正相关关系中起强化作用。通过揭示这些复杂的动态，本研究对项目管理和知识管理的文献都有所贡献。此外，它还为当今无处不在的在线环境中的知识管理实践提供了实用的见解。

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引用次数: 0

There’s people in there! On Daniel Kahneman’s enduring impact 里面有人！关于丹尼尔·卡尼曼的持久影响

IF 7.5 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-07-22 DOI: 10.1016/j.ijproman.2025.102749

Harvey Maylor, Alexander Budzier

引用次数: 0

Behavioral barriers to sustainable action in project management and how to overcome them 项目管理中可持续行动的行为障碍及其克服方法

IF 7.4 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-07-20 DOI: 10.1016/j.ijproman.2025.102747

Kevin Friedrich, Peter Wehnert

Project managers encounter behavioral barriers that hinder the integration of sustainability practices into projects. While prior research has explored enabling factors, these barriers project managers face remain understudied. We address this gap through 24 problem-centered interviews, identifying 13 barriers, including low goal commitment, perception-related challenges, feedback-related issues, and role conflicts. The Rubicon phase model provides a structured basis for our conceptual framework for analyzing these barriers, enabling the validation of known general barriers and the discovery of new role-specific ones. Our findings highlight the role-dependent nature of barriers and strategies to overcome them, such as leading by example, establishing guidelines, providing incentives, and capability development. While providing practical value the study also strengthens the theoretical understanding of sustainability-related decision-making and contributes to the sustainability and project management literature by showing that enablers like guidelines, training or rewards are insufficient without simultaneously addressing individual behavioral barriers in perceptions and beliefs.

项目经理会遇到行为障碍，阻碍可持续性实践融入项目。虽然先前的研究已经探索了促成因素，但项目经理面临的这些障碍仍未得到充分研究。我们通过24个以问题为中心的访谈来解决这一差距，确定了13个障碍，包括低目标承诺、感知相关挑战、反馈相关问题和角色冲突。Rubicon阶段模型为我们分析这些障碍的概念框架提供了结构化的基础，从而能够验证已知的一般障碍并发现新的角色特定障碍。我们的发现突出了障碍的角色依赖性质和克服它们的策略，例如以身作则、建立指导方针、提供激励和能力发展。在提供实用价值的同时，该研究还加强了对可持续性相关决策的理论理解，并通过表明指导、培训或奖励等推动因素在没有同时解决个人认知和信念中的行为障碍的情况下是不够的，从而为可持续性和项目管理文献做出了贡献。

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引用次数: 0

Organic coordination in project design: Complemented or substituted by standardization? 项目设计中的有机协调：标准化是补充还是替代？

IF 7.4 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-07-11 DOI: 10.1016/j.ijproman.2025.102738

Ning Sun , Yadi Li , Yan Ning

While high levels of uncertainty and interdependence in project design demand organic coordination, the role of standardization remains ambiguous; limited evidence exists on whether it acts as a complement or a substitute, which complicates the effective configuration of coordination mechanisms to address these challenges. This study examines the relationship between standardization and organic coordination in the context of project design. A questionnaire survey was conducted with 311 respondents from 46 firms involved in Chinese building projects. The results show that the level of interdependence is positively related to the use of group meeting and interpersonal communication; the level of uncertainty is positively related to the use of group meeting only. Also, the use of boundary objects moderately reduces the marginal need for group meeting driven by interdependence. In contrast, the adoption of digital information systems increases the demand for both interpersonal communication and group meeting to manage uncertainty. This study contributes to the project management literature by revealing that the complementary or substitutive relationship between organic coordination and standardization is contingent upon the levels of interdependence, uncertainty, and the specific standardization methods applied. It also offers managerial insights for appropriately configuring these coordination mechanisms in project design.

虽然项目设计中的高度不确定性和相互依赖性要求有机协调，但标准化的作用仍然不明确；关于它是作为补充还是替代的证据有限，这使得有效配置协调机制以应对这些挑战变得复杂。本研究探讨专案设计中标准化与有机协调的关系。对参与中国建筑项目的46家公司的311名受访者进行了问卷调查。结果表明：学生的相互依赖程度与小组会议的使用和人际沟通呈正相关；不确定性水平仅与小组会议的使用呈正相关。此外，边界对象的使用适度地减少了由相互依赖驱动的小组会议的边际需求。相比之下，数字信息系统的采用增加了对人际沟通和小组会议的需求，以管理不确定性。本研究通过揭示有机协调和标准化之间的互补或替代关系取决于相互依赖、不确定性和所采用的具体标准化方法的水平，对项目管理文献做出了贡献。它还提供了在项目设计中适当配置这些协调机制的管理见解。

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引用次数: 0

Igniting fire: Kahneman as a source of creative tension in project studies 点燃火焰：Kahneman作为项目研究中创造性张力的来源

IF 7.4 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-07-01 DOI: 10.1016/j.ijproman.2025.102736

Joana Geraldi

This essay explores how Kahneman contributed to debates in project studies. I revisit three debates: Flyvbjerg vs. Hirschman on (over-)optimism, Kahneman vs. Klein on the trustworthiness of intuitive expertise, and Kahneman vs. Gigerenzer on nudging vs. boosting. These discussions illuminate four attributes of insightful debates: addressing practical challenges, confronting epistemological boundaries, building on rigorous research, and owning its ethical standpoint. Ultimately, Kahneman’s legacy inspires scholars in project studies to critically engage, challenge assumptions, and embrace debates as spaces of ethical and reflexive academic practice.

这篇文章探讨了卡尼曼如何为项目研究中的辩论做出贡献。我回顾了三场辩论：Flyvbjerg vs. Hirschman关于（过度）乐观主义，Kahneman vs. Klein关于直觉专业知识的可信度，Kahneman vs. Gigerenzer关于推动vs.推动。这些讨论阐明了有洞察力的辩论的四个属性：解决实际挑战，面对认识论边界，建立在严谨的研究基础上，并拥有其伦理立场。最终，卡尼曼的遗产激励项目研究的学者批判性地参与，挑战假设，并将辩论作为道德和反思性学术实践的空间。

引用次数: 0

Projecting for sustainability transitions: Contrasting two types of project-oriented agency 可持续性转型的规划：对比两种类型的项目导向机构

IF 7.4 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-07-01 DOI: 10.1016/j.ijproman.2025.102721

Ermal Hetemi , Sofia Pemsel , Jonas Söderlund , Anna Jerbrant

A core problem in sustainability transitions is to ensure that actors come together and work on a common goal. Earlier research has argued that developing a project-oriented agency is essential to ensure transitions. By examining two contrasting cases, the Sustainable Transportation program and the Sustainable Hospital program, we identify two distinct types of project-oriented agency: (1) emergent and (2) induced. The former showcases an inclusive approach emphasizing open collaboration and resource mobilization, flexible goals, whereas the latter encompasses prescribed resource mobilization, contractual objectives, and deadlines. Beyond bottom-up vs. top-down dichotomies, these project-oriented agency types highlight different shaping contexts and logics of how actors mobilize projects for change. Our analysis identifies the nuanced dimensions of project-oriented agency and the impetuses, practices, and temporal structures through which they shape transition outcomes. The paper enriches the current understanding of how targeted projects and programs can bridge experimental niches with mainstream regime transformation, thereby enabling system-wide sustainability transitions.

可持续性转型的一个核心问题是确保行为体走到一起，为共同的目标而努力。早期的研究认为，发展一个以项目为导向的机构对于确保过渡至关重要。通过研究可持续交通项目和可持续医院项目这两个对比鲜明的案例，我们确定了两种不同类型的项目导向机构：(1)紧急和(2)诱导。前者展示了一种包容性的方法，强调开放的合作和资源动员，灵活的目标，而后者包括规定的资源动员，合同目标和截止日期。除了自底向上和自顶向下的二分法之外，这些面向项目的代理类型强调了参与者如何动员项目进行变革的不同塑造背景和逻辑。我们的分析确定了项目导向机构的微妙维度，以及它们塑造转型结果的动力、实践和时间结构。本文丰富了目前对有针对性的项目和计划如何将实验利基与主流制度转型联系起来，从而实现全系统可持续性转型的理解。

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引用次数: 0

Exploring the applicability of project alliancing to interorganizational projects: An alliance governance design matrix 探索项目联盟对组织间项目的适用性：联盟治理设计矩阵

IF 7.4 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-07-01 DOI: 10.1016/j.ijproman.2025.102737

Matias Ståhle , Tuomas Ahola , Miia Martinsuo

The academic discussion on relational forms of project governance in general and project alliancing in particular has centred on megaprojects. The applicability of project alliancing to other types of interorganizational projects requires more attention. The aim of project alliancing is to promote goal alignment and innovativeness across project actors by sharing risks and rewards through an alliance contract. As interorganizational projects are prone to inter-actor conflicts, it is necessary to understand the utilization of project alliancing in various kinds of interorganizational projects. The aim of this conceptual study is to scrutinize the applicability of project alliancing to varying interorganizational projects. Building primarily on the project governance, relational contracting, project network, and project alliancing literatures, we analyze the common alliance applicability criteria and relational governance mechanisms, and introduce an alliance governance design matrix. The matrix combines the criteria for alliancing applicability with governance mechanisms and reveals ways of matching them in various interorganizational projects. Evaluating governance mechanisms in project alliancing and their connections with the applicability criteria helps extend the applicability of alliancing to versatile contexts and resolve potential inter-actor conflicts. For practitioners, we offer a framework for assessing the applicability of project alliancing in delivering the expected solutions, choosing appropriate governance mechanisms, and assessing organizations’ readiness to participate in alliances.

关于项目治理的关系形式，特别是项目联盟的学术讨论主要集中在大型项目上。项目联盟对其他类型的组织间项目的适用性需要更多的关注。项目联盟的目的是通过联盟合同分担风险和回报，促进项目参与者之间的目标一致性和创新性。由于组织间项目容易发生主体间冲突，了解项目联盟在各类组织间项目中的运用是十分必要的。这个概念性研究的目的是仔细检查项目联盟对不同组织间项目的适用性。本文以项目治理、关系契约、项目网络和项目联盟的相关文献为基础，分析了常见的联盟适用性标准和关系治理机制，并引入了联盟治理设计矩阵。矩阵结合了将适用性与治理机制结合起来的标准，并揭示了在各种组织间项目中匹配它们的方法。评估项目联盟中的治理机制以及它们与适用性标准的联系，有助于将联盟的适用性扩展到多用途环境，并解决潜在的参与者间冲突。对于从业者，我们提供了一个框架，用于评估项目联盟在交付预期解决方案、选择适当的治理机制以及评估组织参与联盟的准备情况方面的适用性。

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引用次数: 0

Call for Papers: Towards Stronger Theorising of Temporary Organising 征文：加强临时组织的理论化

IF 7.4 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-07-01 DOI: 10.1016/j.ijproman.2025.102725

引用次数: 0

Call for papers: Digitalisation of and by projects: A sociotechnical perspective on the consequences for project work 征文：项目的数字化：对项目工作后果的社会技术观点

IF 7.4 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-07-01 DOI: 10.1016/j.ijproman.2025.102727

Eleni Papadonikolaki, Tuomas Ahola, Sujuan Zhang, Sulafa Badi, V.K. Narayanan

引用次数: 0

The ‘invisible hand’ of institutional logics on professionalizing project management amid increasing projectification 项目管理专业化的制度逻辑“看不见的手”

IF 7.4 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-07-01 DOI: 10.1016/j.ijproman.2025.102726

Reinhard F. Wagner, Mladen Radujković

The increasing projectification in many areas of our society necessitates the professionalization of project management. However, it remains largely unexplored how this process of professionalization unfolds at the societal level, influenced by institutional factors and key actors with their strategies and activities. It is also unclear why the trajectories vary from country to country. Our research, which uses the concept of institutional logic, investigates the trajectories of project management professionalization in Germany and Kazakhstan, with a focus on the private and public sectors, respectively. The decentralized and normative professionalization of project management in Germany, driven by actors from the bottom up, contrasts with the regulative, top-down approach of the centralized presidential administration in Kazakhstan. The different institutional logics in these countries explain this. Our research provides a distinct perspective for future studies and contributes to shaping the professionalization of project management within existing institutional frameworks and logics.

在我们社会的许多领域不断增加的项目需要专业化的项目管理。然而，在体制因素和关键行为者及其战略和活动的影响下，这种专业化进程如何在社会层面展开，在很大程度上仍未得到探索。目前也不清楚为什么各国的发展轨迹不同。我们的研究使用制度逻辑的概念，调查了德国和哈萨克斯坦项目管理专业化的轨迹，分别关注私营和公共部门。德国项目管理的分散化和规范化专业化是由自下而上的行为者推动的，与哈萨克斯坦中央集权的总统管理的规范性、自上而下的方法形成鲜明对比。这些国家不同的制度逻辑解释了这一点。我们的研究为未来的研究提供了一个独特的视角，并有助于在现有的制度框架和逻辑中塑造项目管理的专业化。

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