International Journal of Project Management最新文献

Projects transform organisational processes as they deliver physical artefacts and spaces. Yet in the existing literature, there is relatively little attention to how project delivery professionals engage members of an organisation to co-create value. Building on research on stakeholders and organisational boundaries, an empirical study of the renewal of a large Finnish hospital is used to develop new insight into value co-creation between temporary and permanent forms of organisation. In this hospital case study, we find a framing ideology that supports value co-creation is provided by the project practitioners’ commitment to ‘service design’, and an enquiry that enrols organisational stakeholders’ participation and reveals temporal tensions at the temporary-permanent boundary. As the emergent temporal tensions are managed, ideas flow across the boundary and new artefacts and spaces are designed by the project team concurrently with, and are informed by, the implementation of new organisational processes. This study's contribution is to explain how project delivery professionals use ideology and enquiry to engage and co-create value with organisational participants.

Projects and other temporary organizations play a key role in crisis response. However, little is known about how these organizations adapt and change over time as crises last. We conducted a qualitative, longitudinal study of emergent organizing in temporary crisis organizations. This paper focuses on the origins and development of three temporary organizations responding to the COVID-19 crisis in the Netherlands and how these evolved during the crisis. Results of this study show three stages of emergent organizing: identification of operational voids, dynamics of emergent organizing, and solidification. As such, we theorize how emergent organizing is initiated and how it unfolds in longitudinal crises. In this way, our study contributes to literature on project management, crisis management theory, and the general organization and management literature.

This article examines all papers published in the International Journal of Project Management over the last 40 years (1983–2022), identifying research themes. By performing keyword co-occurrence analysis, keywords were clustered into five groups, which served for identification of the most prominent research themes shaping the Journal's publishing history - Performance Management, Risk and Construction Management, Project Governance, Project Planning and Control and Project Success. The results shed light on how these research themes developed and are interconnected over time, while the findings collected using a focus group method have provided the insightful understanding of the future trends in the field of Project Management, Organizing and Studies. It may be expected that future publishing brings a greater number of articles covering challenges of organizations, teams and individuals faced by the 4th Industrial revolution, digital transformation and sustainable development goals (SDGs), as well as articles on project finance and investment-related topics, and articles addressing a project's benefits and values. The main findings of this article may significantly contribute to researchers and PhD candidates in defining the thematic orientation of their studies, educators in creating programs which meet more accurate future demands in project management, and editors for specifying the scope of journals or conference proceedings in order to make them more influential in the research community. This paper may, moreover, serve in the phase of research-design modeling and for those performing bibliometric analyses within the other scientific areas with the intention to potentially anticipate the future research thematic-orientation in their analysis.

Learning is crucial for project-based organisations to improve and survive. As reflection is essential for learning in and between projects, this article examines how reflection unfolds and under which conditions it can act as a project learning mechanism. Using five gate reviews at a Dutch contractor as an embedded single case study, we show that reflection is necessary for but cannot guarantee the learning in and between projects. Reflection is emerging from and embedded in the specific context of interpersonal project work. This reflection-for-action stimulates the learning for the ongoing project, incorporates experience made in previous projects, and draws implications for future projects. However, for reflection to become a project learning mechanism, the reflection process needs to proceed to later phases and higher intensities which depends on the relevance of the project issue at hand, the motivation of project team members to discuss this issue, and the reflection support they receive.

Social media offer new opportunities for project community stakeholder engagement due to its spatial and temporal independency. This study reveals implications for project stakeholder identification, assessment, and response strategies in the social media context. It analysed Facebook communication sequences in two cases related to establishing the Western Sydney International Airport. The analysis showed that existing stakeholder identification and assessment guidelines only apply to social media to some extent. Information about stakeholders and their concerns is limited. We suggest identifying and addressing thematic issues shared across stakeholders. Regarding possible response strategies, the project in the case study surprisingly often refrained from responding to community stakeholder comments, foregoing the opportunity to engage with community stakeholders and acknowledging supportive comments. We suggest that projects consciously apply an ‘always respond’ response strategy on social media and extend response strategies to cover engagement with an 'acknowledgement' response strategy.

This paper aims to disentangle the processes of shaping the symbolism of megaprojects and their influence on stakeholders' engagement. We define symbolism as the aura of impressions, namely emotions, meanings and action propensities, emerging around a project and its various representations, as a result of largely incontrollable individual and social processes. We develop a process model that theorizes symbolism shaping by distinguishing two aspects. The first, expressing, captures the creation of representations that convey to stakeholders various aspects of the project and of its impacts, relying on either abstract or concrete vehicles. The second, impressing, captures how stakeholders process these representations by emphasizing either cognitive or affective mechanisms. Relying on the conjunction of the alternative paths for these subprocesses, we elaborate four types of megaproject symbolism and discuss their nature, the influence that stakeholders can exert over their shaping, and their consequences for various aspects of stakeholder engagement.

Project management is known for its tools and techniques that are used to plan and deliver projects in a controlled context. Megaprojects don't always fit well into this paradigm due to their size, complexity and longevity. Megaprojects often start without precisely defined goals and without a detailed knowledge of how the project will progress or the outcomes will be delivered. We examine the requirements for governance of megaprojects by reviewing the literature and reflecting on practice. We use the analytical model of where, how and what to illustrate different units of analysis (i.e., context, governance and goals) in megaprojects in three countries and to illustrate how goals and governance move. Building upon the governance and performance management literature, the paper contributes to the understanding of moving goals and governance for ensuring performance. We propose a framework for diagnosing goals and we list six systemic errors that result in a misfit.

We explore the role of stakeholders’ citizenship behaviors in building megaproject resilience to unexpected events. Our case study is of a mega construction project in Europe. We analyze rich data from semi-structured interviews to build a grounded theory. We find internal and external stakeholders engaging in project citizenship behaviors as a response to unexpected events that threaten achievement of the iron triangle. Further, our findings suggest that the effects of megaproject citizenship behaviors on megaproject resilience can be increased through critical transition mechanisms. We distinguish between three such critical transition mechanisms: (a) aggregating individual citizenship behaviors to the group level (power in numbers); (b) bringing issues to the right individual (boosting); and (c) shifting the mindset of a dominant percentage of a stakeholder group (mindset shift). Our research contributes towards a better understanding of the important role played by project stakeholders as a resource in building megaproject resilience and the processes that render their citizenship behaviors consequential for megaproject resilience.