International Journal of Project Management最新文献

Currently, there is an academic debate on whether managers adopt active or passive leadership can enhance employees’ work performance in project-based organizations. This study introduces an inclusive leadership perspective to address this issue. Questionnaire survey was used to validate the theoretical model with data from Chinese project-based organizations. The findings reveal that managers’ adoption of active or passive leadership depends on employees’ work environment and their psychological traits. Inclusive leadership which combines the active and passive characteristics can enhance remote work performance, through improving employees’ self-leadership and reducing their family-work conflict. Results also indicate that employees’ psychological resilience stimulated by the adversities is a critical factor for mitigating the impact of family-work conflict on remote work performance. Additionally, this study highlights the issue of gender differences among employee in remote work context. Finally, this study provides valuable managerial suggestions for managers in project-based organizations to improve employees’ remote work performance.

Operating in an environment of rapid technological changes, project-based organizations need to stay continuously updated and, therefore, must develop absorptive capacity. This research introduces an innovative theoretical framework for the development of absorptive capacity within project-based organizations. However, this capability is often developed in an unplanned manner, as it is stimulated by what the literature calls activation triggers. By analyzing 54 significant automation projects across seven epochs, this study spans 25 years of a project-based organization. It reveals four knowledge sources of absorptive capacity and its activation triggers, classified into six groups. The framework underscores the strategic importance of activation triggers and offers valuable insights into the dynamics of absorptive capacity, emphasizing the significance of relationships with clients, technology partners, and strategic business partners, as well as the role of project-based learning. These findings provide practical implications for enhancing innovation and achieving sustainable success in project-based organizations.

Organizational change projects suffer from a high failure rate. Extant literature identified structural inertia as the main cause of resistance to change. This structural inertia puts invisible shackles on organizations and makes the change process difficult or even pulls organizations back to their former state. However, it is still unknown how these organizations can be unchained. Drawing on an institutional logic perspective and based on an intriguing organizational change project of a state-owned company in China, we explored how institutional logic changes in organizational change projects. The results indicate that institutional change occurs through organizational deinstitutionalization, organizational institution building, and organizational reinstitutionalization across both individual and organizational levels. We developed a theory for successfully securing change efforts that relies on the level-crossing alteration of institutional logic that shackles employee behaviors. A model of institutional logic change is proposed to illustrate the organizational change carried out in the form of projects from an institutional logic perspective. Theoretical and practical contributions are discussed.

Narratives are to be turned into commitment and collective action to create a tangible impact and achieve set goals. In this essay a framework is developed that helps us to comprehend how narratives can result in collective action. The framework is applied in a project organising context that demonstrates the related processes of narrating, projecting, action through time, engaging stakeholders, and creating shared identity. A collective action perspective offers a theoretical lens to understand these processes. From this essay, the research agenda is provided, and broader practical implications are discussed.