International Journal of Project Management最新文献

英文中文

Enhancing sensing capabilities in project-based organizations: the role of knowledge transfer between commercial and operational teams 在基于项目的组织中增强感知能力：商业和运营团队之间知识转移的作用

IF 7.4 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-06-07 DOI: 10.1016/j.ijproman.2025.102724

Marcos T.J. Barbosa , Marly M. Carvalho

In today’s rapidly evolving market landscape, the ability of project-based organizations to continuously adapt and sense opportunities is critical for maintaining competitiveness, yet it remains an under-theorized area. This study investigates how project-based organizations enhance their sensing capabilities through effective knowledge transfer between operational and commercial teams. Through a multiple case study of seven diverse project-based organizations, the research identifies key factors for evaluating business opportunities, such as financial and technical feasibility, risk assessments, resource availability, long-term sustainability, and strategic alignment. The study highlights the significance of integrating commercial and operational teams through formal and informal mechanisms, which enhances sensing capabilities and market responsiveness. It also emphasizes the importance of continuous learning and fostering a culture that encourages all employees to act as salespeople, driving innovation and competitiveness. The findings result in an innovative theoretical framework and four propositions, offering new insights into how knowledge transfer and sensing capabilities influence market interactions, which ultimately improves strategic planning and integration within project-based organizations.

在当今快速发展的市场环境中，以项目为基础的组织不断适应和感知机会的能力对于保持竞争力至关重要，但它仍然是一个理论不足的领域。本研究探讨专案型组织如何透过运作团队与商业团队之间的有效知识转移，提升其感知能力。通过对七个不同的基于项目的组织的多个案例研究，该研究确定了评估商业机会的关键因素，如财务和技术可行性、风险评估、资源可用性、长期可持续性和战略一致性。该研究强调了通过正式和非正式机制整合商业和运营团队的重要性，这可以提高感知能力和市场反应能力。它还强调了持续学习和培养一种文化的重要性，这种文化鼓励所有员工都像销售人员一样，推动创新和竞争力。研究结果形成了一个创新的理论框架和四个命题，为知识转移和感知能力如何影响市场互动提供了新的见解，从而最终改善了基于项目的组织内的战略规划和整合。

{"title":"Enhancing sensing capabilities in project-based organizations: the role of knowledge transfer between commercial and operational teams","authors":"Marcos T.J. Barbosa , Marly M. Carvalho","doi":"10.1016/j.ijproman.2025.102724","DOIUrl":"10.1016/j.ijproman.2025.102724","url":null,"abstract":"<div><div>In today’s rapidly evolving market landscape, the ability of project-based organizations to continuously adapt and sense opportunities is critical for maintaining competitiveness, yet it remains an under-theorized area. This study investigates how project-based organizations enhance their sensing capabilities through effective knowledge transfer between operational and commercial teams. Through a multiple case study of seven diverse project-based organizations, the research identifies key factors for evaluating business opportunities, such as financial and technical feasibility, risk assessments, resource availability, long-term sustainability, and strategic alignment. The study highlights the significance of integrating commercial and operational teams through formal and informal mechanisms, which enhances sensing capabilities and market responsiveness. It also emphasizes the importance of continuous learning and fostering a culture that encourages all employees to act as salespeople, driving innovation and competitiveness. The findings result in an innovative theoretical framework and four propositions, offering new insights into how knowledge transfer and sensing capabilities influence market interactions, which ultimately improves strategic planning and integration within project-based organizations.</div></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"43 5","pages":"Article 102724"},"PeriodicalIF":7.4,"publicationDate":"2025-06-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144491931","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}

引用次数: 0

Kahneman's legacy in project management: Improving decision-making and performance 卡纳曼在项目管理方面的遗产：改进决策和绩效

IF 7.4 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-05-01 DOI: 10.1016/j.ijproman.2025.102697

Chantal C. Cantarelli

引用次数: 0

Can behavioural decision theory provide the microfoundations of project organizing? 行为决策理论能否为项目组织提供微观基础？

IF 7.4 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-05-01 DOI: 10.1016/j.ijproman.2025.102707

Graham M. Winch

引用次数: 0

Client management in the project domain: towards conceptual integration using cross-disciplinary research 项目领域的客户管理：利用跨学科研究实现概念整合

IF 7.4 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-05-01 DOI: 10.1016/j.ijproman.2025.102723

Hedley Smyth , Ole Jonny Klakegg , Vegard Knotten

Client management by the delivery organisation is under-researched across the project domain. Reviewing the literature positions client management (CM) as an important topic for improving performance. Three dominant theoretical strands are identified. One strand is based in the disciplines of marketing and organisational behaviour. It is largely located in the delivery firm. The second strand primarily locates CM as part of project marketing. This strand is rooted in operational management and has become positioned tactically as a subset of project management largely at the front-end. A lesser third strand views CM from the project management delivery perspective. The analysis demonstrates the theory-driven lenses employed by the different research strands produce a fragmented picture that limits current understanding. Hence there is a need for conceptual integration. The analysis argues for cross-disciplinary research to induce integration, commencing with the current intersections to create a strategic platform for generating new knowledge.

交付组织的客户管理在整个项目领域都没有得到充分的研究。回顾文献，将客户管理（CM）定位为提高绩效的重要主题。确定了三个主要的理论分支。其中一条是基于市场营销和组织行为学。它主要位于快递公司。第二条线主要将CM定位为项目营销的一部分。这条链根植于运营管理，并在战略上被定位为项目管理的一个子集，主要位于前端。较小的第三个方面是从项目管理交付的角度来看待配置管理。分析表明，不同的研究分支所采用的理论驱动的镜头产生了一个碎片化的画面，限制了当前的理解。因此，有必要进行概念整合。分析认为，跨学科研究可以促进整合，从当前的交叉点开始，创造一个产生新知识的战略平台。

引用次数: 0

How entrepreneurial orientation influences project portfolio success: The roles of ideation portfolio management and firm size 创业取向如何影响项目组合成功：创意组合管理和公司规模的作用

IF 7.4 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-05-01 DOI: 10.1016/j.ijproman.2025.102722

Gang Liu, Wannan Wang

Recent studies emphasize the importance of entrepreneurial orientation on project portfolio success, but there is little research on the influence of contextual factors in entrepreneurial orientation on project portfolio success. Meanwhile, although some studies have examined the role of ideation portfolio management on project portfolio success, the antecedents of ideation portfolio management have not been adequately explained. It can be reasonably assumed that entrepreneurial orientation assists firms in exploring new opportunities, developing their business and coping with changes of external environment. It is therefore logical to posit that entrepreneurial orientation should be an antecedent of ideation portfolio management and contribute to project portfolio success, and that firm size may affect the processes. The paper examines the relationship between entrepreneurial orientation and project portfolio success, and the roles of ideation portfolio management and firm size using a sample of 450 Chinese firms. The results show that ideation portfolio management has a mediating effect between entrepreneurial orientation and project portfolio success. Moreover, if firm size is larger, the effect of entrepreneurial orientation on project portfolio success is weaker, and the impact of ideation portfolio management on project portfolio success is stronger. Surprisingly, the effect of entrepreneurial orientation on ideation portfolio management does not depend on firm size.

近年来的研究都强调创业导向对项目组合成功的重要性，但对创业导向中情境因素对项目组合成功的影响研究较少。与此同时，尽管一些研究已经考察了创意组合管理对项目组合成功的作用，但创意组合管理的前提并没有得到充分的解释。可以合理地假设，创业取向有助于企业探索新的机会，发展自己的业务和应对外部环境的变化。因此，假设创业取向应该是创意组合管理的先决条件，并有助于项目组合的成功，并且公司规模可能会影响过程，这是合乎逻辑的。本文以450家中国企业为样本，考察了创业取向与项目组合成功之间的关系，以及创意组合管理与企业规模之间的关系。结果表明，创业导向与项目组合成功之间存在着创新组合管理的中介效应。企业规模越大，创业导向对项目组合成功的影响越弱，创新组合管理对项目组合成功的影响越强。令人惊讶的是，创业导向对创意投资组合管理的影响并不取决于企业规模。

{"title":"How entrepreneurial orientation influences project portfolio success: The roles of ideation portfolio management and firm size","authors":"Gang Liu, Wannan Wang","doi":"10.1016/j.ijproman.2025.102722","DOIUrl":"10.1016/j.ijproman.2025.102722","url":null,"abstract":"<div><div>Recent studies emphasize the importance of entrepreneurial orientation on project portfolio success, but there is little research on the influence of contextual factors in entrepreneurial orientation on project portfolio success. Meanwhile, although some studies have examined the role of ideation portfolio management on project portfolio success, the antecedents of ideation portfolio management have not been adequately explained. It can be reasonably assumed that entrepreneurial orientation assists firms in exploring new opportunities, developing their business and coping with changes of external environment. It is therefore logical to posit that entrepreneurial orientation should be an antecedent of ideation portfolio management and contribute to project portfolio success, and that firm size may affect the processes. The paper examines the relationship between entrepreneurial orientation and project portfolio success, and the roles of ideation portfolio management and firm size using a sample of 450 Chinese firms. The results show that ideation portfolio management has a mediating effect between entrepreneurial orientation and project portfolio success. Moreover, if firm size is larger, the effect of entrepreneurial orientation on project portfolio success is weaker, and the impact of ideation portfolio management on project portfolio success is stronger. Surprisingly, the effect of entrepreneurial orientation on ideation portfolio management does not depend on firm size.</div></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"43 4","pages":"Article 102722"},"PeriodicalIF":7.4,"publicationDate":"2025-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144204298","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}

引用次数: 0

Casting a long shadow: On the death and abiding influence of Daniel Kahneman in shaping project management theory and practice 投下长长的阴影：论丹尼尔·卡尼曼之死及其对项目管理理论和实践的持久影响

IF 7.4 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-05-01 DOI: 10.1016/j.ijproman.2025.102681

Lavagnon A. Ika , Jeffrey K. Pinto

With the recent passing of Daniel Kahneman, Nobel Prize winner and influential thinker, the opportunity to offer reflection on his contributions to project management theory and practice is timely. Indeed, while Kahneman himself is no longer with us, his ideas continue to carry enormous weight in the project management field. This essay is offered as a festschrift and is accompanied by invited commentaries. We take stock of Kahneman's work on judgment and decision-making under risk; bias, error and noise; and the Planning Fallacy. We note that much of his work served as a foreshadowing of current scholarship and opened wide avenues for exploration in project management; everything from topics such as project behavior, causes and effects of project performance, happiness and well-being, and even foreshadowing the AI movement. We argue that Kahneman's ideas at the intersection of psychology and economics have not so much revised as upended our understanding of project management.

随着诺贝尔奖得主、颇具影响力的思想家丹尼尔•卡尼曼（Daniel Kahneman）最近去世，我们有机会反思他对项目管理理论和实践的贡献，这是非常及时的。的确，虽然卡尼曼本人已不在人世，但他的思想在项目管理领域仍然具有巨大的影响力。这篇文章作为一篇纪念文章，并附有特邀评论。我们回顾了卡尼曼关于风险下的判断和决策的研究；偏差、误差和噪声；以及计划谬误。我们注意到，他的许多工作都为当前的学术研究埋下了伏笔，并为项目管理的探索开辟了广阔的道路；从项目行为、项目绩效的原因和影响、幸福和幸福等主题，甚至是人工智能运动的预兆，无所不包。我们认为，卡内曼在心理学和经济学交叉领域的观点与其说是对我们对项目管理的理解进行了修正，不如说是颠覆了我们对项目管理的理解。

引用次数: 0

Organisational climate for temporariness: Exploring employees’ shared perceptions within intra-organisational temporary forms 临时的组织气候：探索员工在组织内部临时形式中的共同看法

IF 7.4 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-05-01 DOI: 10.1016/j.ijproman.2025.102720

Silvia Gilardi, Alessandra Lazazzara

Several studies highlight that organisational climate can influence the impact of temporary forms within permanent organisations on employee well-being and performance. Therefore, a better understanding of employees’ shared perceptions about temporariness is critical. This article introduces a model of organisational climate for temporariness, conceptualised as employees’ shared perceptions regarding the practices, procedures, and kinds of behaviours that are valued, rewarded, and supported when temporariness is adopted within permanent organisations. It draws on a qualitative study based on focus groups conducted in an advanced medium-sized manufacturing company applying projects and other temporary arrangements. The findings highlight how employees make sense of temporariness in four main areas. These include their perceptions of the coherence between organisational values and external requests for temporariness, how the increased coordination complexity is managed, how role changes and skill development are supported, and how the organisation responds to the psychosocial strains of temporariness ensuring job security and social support. This study contributes to project management literature by recognising the central role of employee perceptions in temporary organising. It provides a structured framework that enables project managers to understand, monitor, and manage these perceptions, thus supporting both well-being and performance in temporary organisations and project-based contexts within permanent organisations.

几项研究强调，组织气候可以影响永久性组织内临时形式对员工福利和绩效的影响。因此，更好地了解员工对临时性的共同看法至关重要。本文介绍了一个临时性的组织气候模型，将其概念化为员工对实践、程序和各种行为的共同看法，这些行为在永久性组织中采用临时性时受到重视、奖励和支持。它借鉴了一项基于焦点小组的定性研究，该小组在一家先进的中型制造公司进行了项目和其他临时安排。调查结果强调了员工如何在四个主要方面理解临时性。这些包括他们对组织价值观和外部临时要求之间的一致性的看法，如何管理增加的协调复杂性，如何支持角色变化和技能发展，以及组织如何应对临时的社会心理压力，以确保工作安全和社会支持。本研究通过认识到员工观念在临时组织中的核心作用，为项目管理文献做出了贡献。它提供了一个结构化的框架，使项目经理能够理解、监控和管理这些感知，从而支持临时组织和永久性组织中基于项目的环境中的福祉和绩效。

{"title":"Organisational climate for temporariness: Exploring employees’ shared perceptions within intra-organisational temporary forms","authors":"Silvia Gilardi, Alessandra Lazazzara","doi":"10.1016/j.ijproman.2025.102720","DOIUrl":"10.1016/j.ijproman.2025.102720","url":null,"abstract":"<div><div>Several studies highlight that organisational climate can influence the impact of temporary forms within permanent organisations on employee well-being and performance. Therefore, a better understanding of employees’ shared perceptions about temporariness is critical. This article introduces a model of organisational climate for temporariness, conceptualised as employees’ shared perceptions regarding the practices, procedures, and kinds of behaviours that are valued, rewarded, and supported when temporariness is adopted within permanent organisations. It draws on a qualitative study based on focus groups conducted in an advanced medium-sized manufacturing company applying projects and other temporary arrangements. The findings highlight how employees make sense of temporariness in four main areas. These include their perceptions of the coherence between organisational values and external requests for temporariness, how the increased coordination complexity is managed, how role changes and skill development are supported, and how the organisation responds to the psychosocial strains of temporariness ensuring job security and social support. This study contributes to project management literature by recognising the central role of employee perceptions in temporary organising. It provides a structured framework that enables project managers to understand, monitor, and manage these perceptions, thus supporting both well-being and performance in temporary organisations and project-based contexts within permanent organisations.</div></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"43 4","pages":"Article 102720"},"PeriodicalIF":7.4,"publicationDate":"2025-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144312698","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}

引用次数: 0

Considering alternatives to megaprojects for a sustainable future with degrowth principles 以 "去增长 "原则为可持续未来考虑大型项目的替代方案

IF 7.4 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-04-01 DOI: 10.1016/j.ijproman.2025.102705

Maude Brunet

Given the increasing scholarly attention to megaprojects and sustainability, this essay proposes an alternative to building bigger and more megaprojects. Using a critical perspective and mobilizing the literature on degrowth, it is suggested that scaling down could be beneficial on many levels. Megaprojects are ubiquitous, yet they have profound repercussions on the land and resources and on local communities, not always for the better. Suggesting the avenue of ‘sustainability without megaprojects’, some research streams are suggested to pursue this reflection in line with degrowth principles of producing less, sharing more and deciding together. While more research is necessary to understand more thoroughly the implications of degrowth principles to megaprojects framing, there is also a crucial need for political action to debate the alternatives and develop appropriate policy responses.

鉴于学术界对大型项目和可持续性的关注日益增加，本文提出了一种替代方案，以建设更大、更多的大型项目。从批判的角度出发，并利用有关去生长的文献，作者认为缩减规模可能在许多层面上都是有益的。大型项目无处不在，但它们对土地和资源以及当地社区产生了深远的影响，并不总是向好的方面发展。建议“没有大型项目的可持续发展”的途径，建议一些研究流根据少生产，多分享和共同决策的去生长原则来追求这一反思。虽然需要进行更多的研究，以更彻底地了解去增长原则对大型项目框架的影响，但也迫切需要采取政治行动，讨论各种替代方案并制定适当的政策反应。

引用次数: 0

Exploring the dynamics of project failure and organizational learning in project-based firms: A study in the U.S. film industry 探索项目型公司中项目失败和组织学习的动态：以美国电影工业为例

IF 7.4 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-04-01 DOI: 10.1016/j.ijproman.2025.102712

Anna Pak , Donghwi (Josh) Seo , Taewoo Roh

Project-based firms operate in industries with high uncertainty and innovation demands, where transient teams and short-term routines often limit learning from project failures. Building on project management and organizational learning literature, this study examines the conditions under which project-based firms can leverage project failures as opportunities for exploration, emphasizing firm-specific capabilities that help overcome structural and behavioral barriers inherent to project-based settings. Using a longitudinal analysis of the U.S. film industry, we find that project failure generally inhibits exploration; however, specialist operational experience and accumulated project experience significantly attenuate this negative relationship. Specialization facilitates the precise identification of inefficiencies, while extensive project experience enhances adaptability. Theoretically, our research advances dynamic capability perspectives within project-based environments, clarifies the barriers and enablers of deep learning following failure, and extends models of reflective practices in project management research. Practically, our study offers actionable insights for managers seeking to transform failure into a catalyst for innovation, highlighting the strategic importance of cultivating specialist expertise alongside broad project portfolios.

基于项目的公司在具有高度不确定性和创新需求的行业中运营，在这些行业中，临时团队和短期惯例往往限制了从项目失败中学习。在项目管理和组织学习文献的基础上，本研究考察了基于项目的企业利用项目失败作为探索机会的条件，强调了企业特有的能力，这些能力有助于克服基于项目的环境固有的结构和行为障碍。通过对美国电影行业的纵向分析，我们发现项目失败通常会抑制探索；然而，专业的运营经验和积累的项目经验显著地减弱了这种负相关关系。专业化促进了对低效率的精确识别，而丰富的项目经验增强了适应性。从理论上讲，我们的研究在基于项目的环境中推进了动态能力视角，阐明了失败后深度学习的障碍和推动因素，并扩展了项目管理研究中反思实践的模型。实际上，我们的研究为寻求将失败转化为创新催化剂的管理者提供了可操作的见解，强调了在广泛的项目组合中培养专业技能的战略重要性。

{"title":"Exploring the dynamics of project failure and organizational learning in project-based firms: A study in the U.S. film industry","authors":"Anna Pak , Donghwi (Josh) Seo , Taewoo Roh","doi":"10.1016/j.ijproman.2025.102712","DOIUrl":"10.1016/j.ijproman.2025.102712","url":null,"abstract":"<div><div>Project-based firms operate in industries with high uncertainty and innovation demands, where transient teams and short-term routines often limit learning from project failures. Building on project management and organizational learning literature, this study examines the conditions under which project-based firms can leverage project failures as opportunities for exploration, emphasizing firm-specific capabilities that help overcome structural and behavioral barriers inherent to project-based settings. Using a longitudinal analysis of the U.S. film industry, we find that project failure generally inhibits exploration; however, specialist operational experience and accumulated project experience significantly attenuate this negative relationship. Specialization facilitates the precise identification of inefficiencies, while extensive project experience enhances adaptability. Theoretically, our research advances dynamic capability perspectives within project-based environments, clarifies the barriers and enablers of deep learning following failure, and extends models of reflective practices in project management research. Practically, our study offers actionable insights for managers seeking to transform failure into a catalyst for innovation, highlighting the strategic importance of cultivating specialist expertise alongside broad project portfolios.</div></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"43 3","pages":"Article 102712"},"PeriodicalIF":7.4,"publicationDate":"2025-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143936484","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}

引用次数: 0

From inclusion to action: Does project manager’s inclusive leadership drive team members’ project citizenship behavior? 从包容到行动：项目经理的包容性领导是否会推动团队成员的项目公民行为？

IF 7.4 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-04-01 DOI: 10.1016/j.ijproman.2025.102710

Khurram Shahzad , Rimsha Iqbal , Muhammad Qaiser Shafi , Shazia Nauman , Marc Ohana

Drawing upon affective events theory, this study attends to the emerging line of project behavior research by examining the role of the project manager’s inclusive leadership style in predicting project team members’ project citizenship behavior. Additionally, the mediating mechanism of positive affectivity and the moderating role of proactive personality has been examined in this relationship. To test our theorized model, time-lagged and multi-source data was collected from 221 project team members working in three IT and two construction sector project-based organizations. For examining the hypotheses, partial least squares structural equation modeling analysis technique was used. The findings show that inclusive leadership positively affects project citizenship behavior and positive affectivity mediates this relationship. Also, the relationship between inclusive leadership and positive affectivity is stronger in the case of team members who have a highly proactive personality. Theoretically, the findings highlight the importance of emotions derived from inclusive leadership for project success. Practically, this study encourages the adoption of an inclusive leadership approach towards project team members as it leads to positive project outcomes.

利用情感事件理论，本研究通过检验项目经理的包容性领导风格在预测项目团队成员的项目公民行为中的作用，关注项目行为研究的新兴路线。此外，还考察了积极情感的中介机制和主动性人格的调节作用。为了验证我们的理论模型，从三个IT和两个建筑部门项目组织的221个项目团队成员中收集了时间滞后和多源数据。为了检验假设，采用了偏最小二乘结构方程建模分析技术。研究发现，包容性领导对项目公民行为有正向影响，而正向情感在其中起中介作用。此外，在具有高度主动性人格的团队成员中，包容性领导与积极情感之间的关系更强。从理论上讲，研究结果强调了包容性领导对项目成功产生的情绪的重要性。实际上，本研究鼓励对项目团队成员采用包容性领导方法，因为它会导致积极的项目成果。

{"title":"From inclusion to action: Does project manager’s inclusive leadership drive team members’ project citizenship behavior?","authors":"Khurram Shahzad , Rimsha Iqbal , Muhammad Qaiser Shafi , Shazia Nauman , Marc Ohana","doi":"10.1016/j.ijproman.2025.102710","DOIUrl":"10.1016/j.ijproman.2025.102710","url":null,"abstract":"<div><div>Drawing upon affective events theory, this study attends to the emerging line of project behavior research by examining the role of the project manager’s inclusive leadership style in predicting project team members’ project citizenship behavior. Additionally, the mediating mechanism of positive affectivity and the moderating role of proactive personality has been examined in this relationship. To test our theorized model, time-lagged and multi-source data was collected from 221 project team members working in three IT and two construction sector project-based organizations. For examining the hypotheses, partial least squares structural equation modeling analysis technique was used. The findings show that inclusive leadership positively affects project citizenship behavior and positive affectivity mediates this relationship. Also, the relationship between inclusive leadership and positive affectivity is stronger in the case of team members who have a highly proactive personality. Theoretically, the findings highlight the importance of emotions derived from inclusive leadership for project success. Practically, this study encourages the adoption of an inclusive leadership approach towards project team members as it leads to positive project outcomes.</div></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"43 3","pages":"Article 102710"},"PeriodicalIF":7.4,"publicationDate":"2025-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143874581","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}

引用次数: 0

首页上一页

下一页尾页

类型

全部化学•材料生命科学医学物理工程技术环境•农林材料科学地球科学法学管理学化学环境科学与生态学计算机科学教育学经济学农林科学人文科学生物学数学物理与天体物理心理学综合性期刊其他工业工程理学历史学农学文学信息工程

数据库

全部 ACS Publications Elsevier ieeexplore Springer The Royal Society of Chemistry Wiley

期刊

International Journal of Project Management

全部 Acc. Chem. Res. ACS Applied Bio Materials ACS Appl. Electron. Mater. ACS Appl. Energy Mater. ACS Appl. Mater. Interfaces ACS Appl. Nano Mater. ACS Appl. Polym. Mater. ACS BIOMATER-SCI ENG ACS Catal. ACS Cent. Sci. ACS Chem. Biol. ACS Chemical Health & Safety ACS Chem. Neurosci. ACS Comb. Sci. ACS Earth Space Chem. ACS Energy Lett. ACS Infect. Dis. ACS Macro Lett. ACS Mater. Lett. ACS Med. Chem. Lett. ACS Nano ACS Omega ACS Photonics ACS Sens. ACS Sustainable Chem. Eng. ACS Synth. Biol. Anal. Chem. BIOCHEMISTRY-US Bioconjugate Chem. BIOMACROMOLECULES Chem. Res. Toxicol. Chem. Rev. Chem. Mater. CRYST GROWTH DES ENERG FUEL Environ. Sci. Technol. Environ. Sci. Technol. Lett. Eur. J. Inorg. Chem. IND ENG CHEM RES Inorg. Chem. J. Agric. Food. Chem. J. Chem. Eng. Data J. Chem. Educ. J. Chem. Inf. Model. J. Chem. Theory Comput. J. Med. Chem. J. Nat. Prod. J PROTEOME RES J. Am. Chem. Soc. LANGMUIR MACROMOLECULES Mol. Pharmaceutics Nano Lett. Org. Lett. ORG PROCESS RES DEV ORGANOMETALLICS J. Org. Chem. J. Phys. Chem. J. Phys. Chem. A J. Phys. Chem. B J. Phys. Chem. C J. Phys. Chem. Lett. Analyst Anal. Methods Biomater. Sci. Catal. Sci. Technol. Chem. Commun. Chem. Soc. Rev. CHEM EDUC RES PRACT CRYSTENGCOMM Dalton Trans. Energy Environ. Sci. ENVIRON SCI-NANO ENVIRON SCI-PROC IMP ENVIRON SCI-WAT RES Faraday Discuss. Food Funct. Green Chem. Inorg. Chem. Front. Integr. Biol. J. Anal. At. Spectrom. J. Mater. Chem. A J. Mater. Chem. B J. Mater. Chem. C Lab Chip Mater. Chem. Front. Mater. Horiz. MEDCHEMCOMM Metallomics Mol. Biosyst. Mol. Syst. Des. Eng. Nanoscale Nanoscale Horiz. Nat. Prod. Rep. New J. Chem. Org. Biomol. Chem. Org. Chem. Front. PHOTOCH PHOTOBIO SCI PCCP Polym. Chem.

﹀