International Journal of Project Management最新文献

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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。

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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。

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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。

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引用次数: 0

Exploring and advancing the fifth hand principle of project behavior: Lessons from Denmark’s tax governance project 探索与推进项目行为的五手原则：丹麦税收治理项目的经验教训

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.2025.102713

Karen Boll

This study explores and advances the Fifth Hand principle of project behavior, a recent theoretical approach that accommodates the contradictory explanations of project behavior—Flyvbjerg’s Planning Fallacy and Hirschman’s Hiding Hand (Ika et al., 2022; Love et al., 2022). While the principle has been conceptually developed, its empirical applicability remains unexplored. This study addresses this gap by analyzing a capacity-building project conducted by the Danish Tax Authority. The findings reveal the coexistence of contradictory project behaviors which leads to the existence of both failure and success in the project depending on the macro- and micro-level perspectives. The study contributes to the advancement of the Fifth Hand principle, by providing an empirical exploration and by offering insights into how contradictory behaviors are accommodated in projects. The contributions are conceived by paying close attention to the lived experience of managing projects in practice.

本研究探索并推进了项目行为的五只手原则，这是一种最新的理论方法，可以适应对项目行为的矛盾解释——flyvbjerg的计划谬误和Hirschman的隐藏之手(Ika et al., 2022；Love et al., 2022)。虽然这一原则在概念上得到了发展，但其经验上的适用性仍未得到探索。本研究通过分析丹麦税务当局开展的一个能力建设项目来解决这一差距。研究结果从宏观和微观两个层面揭示了矛盾的项目行为共存导致项目失败和成功并存的现象。该研究提供了经验探索，并对项目中如何容纳矛盾行为提供了见解，从而促进了五只手原则的发展。这些贡献是通过密切关注实际管理项目的生活经验来构思的。

引用次数: 0

How organisational and team climates foster design thinking for project success 组织和团队氛围如何促进项目成功的设计思维

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.2025.102711

Maria Loderer, Alexander Kock

Traditional project management methods struggle with the uncertainties and complexities of modern, innovative projects. Research highlights the need for flexible approaches integrating exploration and learning, such as design thinking. However, implementing design thinking practices in project management faces various obstacles. Beyond structural and strategic hurdles, the organisational context—specifically how individuals experience the work environment—likely plays a critical role in shaping the intensity and success of such practices. This study analyses the organisational and team climates that support implementing design thinking practices to increase project success while considering the role of project contingencies. Drawing on data from 379 projects nested in 93 companies, we investigate the impact of organisational climates (supportive climate, innovation climate, open climate) and team climates (servant leadership, team autonomy). Our findings suggest that design thinking practices improve project success. At the same time, we identify a supportive climate, an open climate, servant leadership, and team autonomy as conducive to design thinking practices. In addition, design thinking practices are more beneficial for project success when project innovativeness is high. Project innovativeness also strengthens the effect of a supportive climate on design thinking practices. We contribute to the literature on project management and design thinking by providing the first quantitative evidence on how specific climate conditions within the broader organisational context support the application of design thinking practices in project environments.

传统的项目管理方法与现代创新项目的不确定性和复杂性作斗争。研究强调需要灵活的方法来整合探索和学习，比如设计思维。然而，在项目管理中实施设计思维实践面临着各种障碍。除了结构和战略障碍之外，组织环境——特别是个人如何体验工作环境——可能在塑造此类实践的强度和成功方面起着关键作用。本研究分析了支持实施设计思维实践以增加项目成功的组织和团队氛围，同时考虑了项目突发事件的作用。利用来自93家公司的379个项目的数据，我们调查了组织气候（支持性气候、创新气候、开放气候）和团队气候（服务型领导、团队自治）的影响。我们的研究结果表明，设计思维实践可以提高项目的成功率。同时，我们认为支持性的氛围、开放的氛围、服务型领导和团队自治有利于设计思维实践。此外，当项目创新性较高时，设计思维实践更有利于项目的成功。项目创新性也加强了支持性环境对设计思维实践的影响。我们对项目管理和设计思维的文献做出了贡献，提供了第一个定量证据，证明了更广泛的组织背景下的特定气候条件如何支持设计思维实践在项目环境中的应用。

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引用次数: 0

Managing cultural projects: Plural creativity as creative practice 文化项目管理：作为创意实践的多元创意

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.2025.102708

Rafaela Goncalves Freitas , Eduardo Davel , Julie Bérubé

As powerful drivers of the creative economy, cultural projects rely on creative processes. The socio-economic and cultural development of contemporary societies depends on a type of management that involves the plurality of actors sustaining the creative process of cultural projects. This research is guided by the question: How does plural creativity constitute a creative practice in the management of cultural projects? The method of multi-sited and digital ethnography supported an inductive process that allowed us to engage to this question and produce a theorization. The analysis of narratives was based on sources such as documents, observations, and ethnographic interviews. The findings explain that plural creativity constitutes creative practices in the creation, promotion, and integration of cultural projects. These practices are based on creative relationality, which leads to three phenomena: creative playing driven by affection, creative boosting driven by criticism, and creative inspiration driven by constrains. The research contributes to the research and practice of project management by providing explanations and theorizations to support the strategic management of plural creativity in projects, especially cultural projects.

作为创意经济的强大驱动力，文化项目依赖于创意过程。当代社会的社会经济和文化发展取决于一种管理方式，这种管理方式涉及维持文化项目创作过程的众多行动者。本研究的指导思想是：多元创意如何构成文化项目管理中的创意实践？多地点和数字人种学的方法支持了一个归纳过程，使我们能够参与这个问题并产生一个理论化。对叙述的分析是基于文献、观察和人种学访谈等来源。研究结果解释了多元创造力构成了文化项目的创作、推广和整合的创造性实践。这些实践是基于创造性关系，这导致了三种现象：由情感驱动的创造性游戏，由批评驱动的创造性促进，以及由约束驱动的创造性灵感。本研究为项目尤其是文化项目中多元创意的战略管理提供了解释和理论支持，有助于项目管理的研究和实践。

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引用次数: 0

How building information modelling mitigates complexity and enhances performance in large-scale projects: Evidence from China 建筑信息模型如何减轻大型项目的复杂性并提高绩效：来自中国的证据

IF 7.4 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-02-01 DOI: 10.1016/j.ijproman.2025.102694

Yuntao Yang, Bin Zhao

Despite project complexity and large-scale project management being research hotspots in project management, the existing research has not fully considered the influence of building information modelling implementation on project complexity. In order to fill this research gap, this study used quantitative and qualitative methods to explore the impact of building information modelling on project complexity and large-scale project management performance and to verify the mediating role of project complexity between building information modelling and large-scale project management performance. The results show that: 1) The implementation of building information modelling in large-scale projects can significantly mitigate project complexity (technology, goals, information, organization, and environment); 2) Information and goal complexity have a significantly negative impact on large-scale project management performance; 3) Utilizing building information modeling to reduce information and goal complexity can significantly improve the management performance of large-scale projects; 4) Besides reducing project complexity, applying building information modelling can directly improve large-scale project management performance; 5) The improvement of policies and standards, the cultivation of information technology talents (personal incentives), project management process reengineering and innovation, and data governance are conducive to exert the values of building information modelling in project management. These findings not only enrich theoretical research but also provide valuable decision-making references for managers to improve management performance, driving the development of informatization and intelligence in the construction industry.

尽管项目复杂性和大规模项目管理是项目管理的研究热点，但现有研究并未充分考虑建筑信息建模实施对项目复杂性的影响。为了填补这一研究空白，本研究采用定量和定性相结合的方法，探讨了建筑信息建模对项目复杂性和大型项目管理绩效的影响，验证了项目复杂性在建筑信息建模与大型项目管理绩效之间的中介作用。结果表明：1)在大型项目中实施建筑信息建模可以显著降低项目复杂性（技术、目标、信息、组织和环境）；2)信息和目标复杂性对大型项目管理绩效有显著的负向影响；3)利用建筑信息建模降低信息和目标复杂性，可以显著提高大型项目的管理绩效；4)在降低项目复杂性的同时，应用建筑信息模型可以直接提高大型项目的管理绩效；5)政策标准的完善、信息技术人才的培养（个人激励）、项目管理流程的再造与创新、数据治理等有利于发挥建筑信息建模在项目管理中的价值。这些发现不仅丰富了理论研究，也为管理者提高管理绩效，推动建筑业信息化、智能化发展提供了有价值的决策参考。

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引用次数: 0

Projecting to promote sustainability transitions through joint value creation 计划通过共同创造价值来促进可持续转型

IF 7.4 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-02-01 DOI: 10.1016/j.ijproman.2025.102692

Marina Bos-de Vos , Miia Martinsuo , Ellen Loots

Actors involved in programs that promote sustainability transitions project how future value can be created and protected within the constraints of existing institutions and fields. There is a need to better understand this projecting among versatile organizational actors to support the successful advancement of sustainability transitions. Drawing upon the joint value creation employed in five circular economy programs, we identify three modes of projecting for promoting sustainability transitions: distributing, dispersing, and activating. The modes of projecting relate strongly to how programs are configured. We contribute to the sustainability transitions literature by examining niche-regime interactions through the lens of joint value creation, offering novel insights into programs’ unique ways of promoting sustainability transitions. Another contribution is to the literature on value creation in interorganizational projects and programs by revealing different approaches for joint value creation in different modes of projecting.

参与促进可持续性转型项目的参与者预测如何在现有制度和领域的约束下创造和保护未来价值。有必要更好地理解这种在各种组织行动者之间的投射，以支持可持续转型的成功推进。根据五个循环经济项目所采用的共同价值创造，我们确定了促进可持续性转型的三种模式：分配、分散和激活。投影模式与程序的配置方式密切相关。我们通过共同价值创造的视角研究生态位制度的相互作用，为促进可持续发展转型的项目独特方式提供新颖的见解，从而为可持续发展转型文献做出贡献。另一个贡献是通过揭示在不同的项目模式下联合价值创造的不同方法，对跨组织项目和计划中的价值创造进行了文献研究。

引用次数: 0

The politics of the self: A parmenidean/existentialist perspective of the project leader 自我的政治：项目领导者的巴门尼德/存在主义视角

IF 7.4 1区管理学 Q1 MANAGEMENT

International Journal of Project Management

Pub Date : 2025-02-01 DOI: 10.1016/j.ijproman.2025.102695

Dr Efrosyni Konstantinou

A sociologically aware, relational interpretation of project leadership has been developing, which emphasises the multiplicity of social relationships, interactions and dynamics evolving within the project and its leadership in the project environment. However, our community is at risk of producing “overly-socialized” images of project leadership, as has been the case in adjacent field of organisation studies. In this context, I introduce the notion of the politics of the self, generously aided by Parmenides of Elea, pre-Socratic philosopher (520–450 BCE), and descendant philosophers in the phenomenological/existentialist tradition. The politics of the self – the permanent political relationship that we all have with our self – suggests that the political dimension of the self is considered along with the social dimension of the self in images of project leadership in equal measure, if not more prominently.

一种对项目领导的社会学意识和关系解释一直在发展，它强调了项目内部社会关系、互动和动态演变的多样性及其在项目环境中的领导作用。然而，我们的社区正面临着产生“过度社会化”的项目领导形象的风险，就像在邻近的组织研究领域一样。在此背景下，我在埃利亚的巴门尼德，前苏格拉底哲学家（公元前520-450）和现象学/存在主义传统的后代哲学家的慷慨帮助下，介绍了自我政治的概念。自我的政治——我们所有人与自我之间的永久政治关系——表明，在项目领导的形象中，自我的政治维度与自我的社会维度是同等重要的，如果不是更突出的话。

引用次数: 0

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