International Journal of Project Management最新文献

In the context of complex and digitalized engineering projects, effectively orchestrating meta-knowledge that encompasses awareness of diverse expertise presents a significant challenge, as it requires crossing various boundaries. Situated expertise plays a critical role in this process, connecting individual or group-level meta-knowledge to wider expertise systems in projects. We report a case study exploring how group expertise boundaries influence situated expertise development in the oil and gas front-end project context. Through qualitative analysis, we underscore the role of permeable group expertise boundaries in fostering open situated expertise systems, allowing for meta-knowledge about individuals, groups, and digital technologies. This permeability is especially critical in innovative and non-contractual contexts. We identify four elements—strategy, structural design, interaction molding routines and roles, and digital boundary objects—that contribute to open situated expertise development. Our findings show that while digital boundary objects can mediate expertise boundaries by enabling communication and navigation of expertise in projects, the reach of situated expertise largely depends on interaction molding elements, particularly boundary-spanning roles. This study concludes by recommending that practitioners expand their meta-knowledge, rethink their strategic approaches to situating and utilizing expertise in projects, and carefully establish routines for using digital technologies to record and retrieve expertise.

Megaprojects are complex projects with huge investments and numerous stakeholders. Megaproject value is created by networks of multiple stakeholders conducting value exchange, which refers to the processes involved in satisfying stakeholders’ various needs reciprocally. To understand this intricate dance, by integrating the new stakeholder theory (NST) into the stakeholder value network (SVN) concept, this study proposes a theoretical framework of megaproject stakeholder value network (MSVN) to unravel the underlying processes driving reciprocal value exchange and explore how they change throughout the megaproject lifecycle. Moreover, this study adopts an exploratory sequential mixed-methods design to develop a novel network approach to qualitatively and quantitatively analyze MSVN and identify the critical value exchanges for value creation. An empirical investigation was undertaken on Chinese transportation megaprojects. The results indicate that owners and market stakeholders (especially designers) create the most value in the implementation phase, while the collaboration between owners and nonmarket stakeholders (especially governmental bodies) delivers the most value during the front-end and operation stages. Of the six categorized value flow types identified, communication/evaluation is the most significant for the front-end and operation phases. At the same time, support/opportunity comes to the fore in the implementation phase. These findings shed new light on the value exchange process of megaprojects and guide stakeholders engaged in value creation.

Multiple project team membership is a prevalent phenomenon in modern organizational life. However, is any leadership behavior in such a setting beneficial to individual team members' performance? Our study suggests that working in a multiple project team setting requires particular types of leadership. In an experimental design, we manipulated charismatic and boundary-spanning leadership behaviors in single and multiple team project settings and we studied their effects on project members’ performance. When workers are part of a single team, charismatic leadership enhances their performance to a greater extent than a boundary spanning leader. When members are part of two project teams concurrently, boundary-spanning leadership behavior becomes more beneficial for individual performance compared to charismatic leadership. The main theoretical contribution lies in the insight that different organizational project forms ask for different leadership behaviors to nurture individual performance. Practically, (future) project leaders must be prepared for operating in different project settings.

Much research on project management links clear roles and responsibilities stemming from formal job descriptions to successful project performance and processes. However, research on discretionary behavior suggests that individuals’ voluntary commitments, which are not part of the contractual tasks, such as giving help, also contribute to organizational success. Drawing on ethnographic data and a practice theoretical perspective, we investigate the role and impact of helping on the social life of an inter-organizational project. We show how actors engaging in acts of helping assume roles of receivers and givers of help. We show that the establishment of these roles prompts behavior on behalf of the actors, which may have an adversarial impact on the contractually defined roles and thus pose central challenges for the rational management of projects. We conclude by arguing that the connection between practice and social life applies to all social practices, which means that project managers should pay close attention to the actualities of project practices.

abstract

Drawing on ethnographic fieldwork conducted in a US-based firm engaged in a large-scale information system implementation project, this study presents an inductively developed framework of project memory incorporating three mnemonic co-orchestration practices: situated focusing, synchronizing discourse, and converging boundaries. Project memory is proposed to help manage challenges posed by large-scale projects as we observed in this study. This study offers insights into the role and practices of project memory and provides recommendations for managerial practice related to developing narrative and storytelling skills, strategically using meetings, and fostering a culture of cross-functional collaboration in large-scale projects.

Projects create greater value when they realize their expected benefits. However, project benefits are often not fully realized, partly because managers find benefits an unclear concept that is difficult to identify, measure, and manage. As a result, various project benefits classification frameworks have been proposed to support managers from the project owner organization in setting the expected benefits before project commencement, managing the project, and evaluating benefits realization following project completion. However, the few existing frameworks include inconsistent, incomplete, and overlapping benefits groups. The objective of this paper is to develop a comprehensive project benefits classification framework to clarify the diverse benefits types and support their management. In an exploratory study, 30 interviews were conducted with senior executives, and in a second study, 173 real-life project benefits were analyzed. Findings from these two empirical studies suggest that project benefits can be classified into 10 groups based on their ultimate beneficiary (the final level of the beneficiary hierarchy): the project owner organization itself or the general public. More specifically, these benefits groups include seven groups of organizational benefits (revenue generation, cost savings, productivity enhancement, quality improvement, risk reduction, compliance, and learning) and three groups of public benefits (economic, social, and environmental). This classification enhances the setting, management, and evaluation of project benefits and advances our understanding of project value creation.