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Temporary organising and crisis Int. J. Proj. Manag. (IF 9.037) Pub Date : 2024-03-09 Christine Unterhitzenberger, Nader Naderpajouh, Markus Hällgren, Martina Huemann
abstract
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Making shared leadership work: The importance of trust in project-based organisations Int. J. Proj. Manag. (IF 9.037) Pub Date : 2024-03-01 Emma Abson, Peter Schofield, James Kennell
The role of shared leadership in improving project success has received increasing interest, yet there is still insufficient understanding of the contextual factors that enable – or prohibit – the emergence of shared leadership within project-based organisations. Based on primary data drawn from three experiential marketing agency case studies using 34 semi-structured interviews and 33 hours of observation
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Benefits classification to enhance project value creation Int. J. Proj. Manag. (IF 9.037) Pub Date : 2024-02-19 Ofer Zwikael
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
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Managing large-scale projects: Unpacking the role of project memory Int. J. Proj. Manag. (IF 9.037) Pub Date : 2024-02-12 Stefania Mariano, Yukika Awazu
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Political ecology perspective for a new way of understanding stakeholders and value in infrastructure projects Int. J. Proj. Manag. (IF 9.037) Pub Date : 2024-02-06 Mustafa Selçuk Çıdık, Margarita Garfias Royo, Joseph Mulligan, Allan Ouko K'oyoo, Priti Parikh
The long-term goals and objectives that infrastructure projects aim to deliver are contextualised by complex grand challenges, which involve an entanglement of economic, social, and ecological issues. However, there have been criticisms that infrastructure projects fall short of delivering equitable value to effectively address grand challenges. These criticisms underpinned the recent calls for rethinking
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How to improve the effects of knowledge governance on individual learning across projects: From the perspective of relational capital Int. J. Proj. Manag. (IF 9.037) Pub Date : 2024-01-26 Xuteng Zhang, Wenxin Shen, Wenzhe Tang, Colin F. Duffield, Felix Kin Peng Hui, Lihai Zhang, Changsheng Lou
Supportive knowledge management and good relationships are both important aspects for enhancing individual learning across projects, however little research has presented a systematic theory on the cause-effect relationships between the above themes. With support of data collected from the industry survey, this study has established and validated a conceptual model that maps individual learning outcomes
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Call for Papers – Special Issue: Tackling grand challenges with projects Int. J. Proj. Manag. (IF 9.037) Pub Date : 2024-01-29 Lavagnon Ika, Dror Etzion
Abstract not available
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Pursuing openness in the digital age: Insights from client–contractor knowledge collaboration at the project front end Int. J. Proj. Manag. (IF 9.037) Pub Date : 2024-01-26 Nataliia Korotkova, Joakim Lilliesköld, Ermal Hetemi
Digitalization, with its potential to enhance the openness of client–contractor knowledge collaboration (KC) at the front end of complex engineering projects, is gaining traction among project scholars and practitioners. Despite this growing interest, project actors still struggle to bring client and contractor experts into an open, digitally enabled collaborative space where they can freely access
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Single versus Multiple Project Teams and Individual Performance: Do They Ask for Different Leadership Behaviors? Int. J. Proj. Manag. (IF 9.037) Pub Date : 2024-01-24 Renata Kenda, Nicoleta Meslec, Leon A.G. Oerlemans
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
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Beneficiary participation is an imperative, not an option, but does it really work in international development projects? Int. J. Proj. Manag. (IF 9.037) Pub Date : 2024-01-23 Alassane Bandé, Lavagnon A. Ika, Salmata Ouédraogo
Beneficiary engagement – external “nonmarket” stakeholder engagement in international development settings – can empower end-users to achieve project success. But we do not know what level of it (involvement/participation) influences short (project management success) and long-term project success (project impact). We examine the influence of beneficiary engagement levels on project success dimensions
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Facilitating and improving learning in projects: Evidence from a lean approach Int. J. Proj. Manag. (IF 9.037) Pub Date : 2024-01-07 J Dowson, C Unterhitzenberger, D J Bryde
A lean approach in projects offers the opportunity to better connect people, processes, workflows, and delivery within projects. This is particularly important in contemporary project environments which is characterized by high levels of uncertainty, complexity, and pace of change. While knowledge from previous learning may exist, though it is often inaccessible or untapped and different levels of
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Risk factor prioritization in infrastructure handover to operations Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-12-26 Thiago de Almeida Rodrigues, Udechukwu Ojiako, Alasdair Marshall, Caroline Maria de Miranda Mota, Fikri T. Dweiri, Maxwell Chipulu, Lavagnon Ika, Eman Jasim Hussain AlRaeesi
Worldwide, there are numerous reports of major infrastructure projects failing at handover to the operations phase following completion of the project development and delivery phase. While poor risk identification and prioritization has been identified as one of the causes of this failure, we know little about the specific risk factors project beneficiaries consider most important at this point of
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How partners’ knowledge base and complexity are related to innovative project success: The roles of trust and trust capability of partners Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-12-24 Maliheh Vaez-Alaei, Ioana Deniaud, François Marmier, Robin Cowan, Didier Gourc
Competitive pressures and the need for innovation are shaping strategic partnerships. Participants involved in these partnerships share knowledge, collaborate in project activities, and make joint decisions to achieve complex project objectives. However, achieving effective collaboration in partnerships is challenging due to miscommunication, missing skills, missing resources, and lack of trust. This
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Announcement: 12th IPMA Research Conference Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-12-08
Abstract not available
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Announcement: Call for IPMA Research Awards Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-12-08
Abstract not available
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Will the past guide us? Towards more reflective research on projects Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-11-20 Jonas Söderlund
Abstract not available
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Understanding multiple crises unfolding within megaprojects: Crises’ interdependencies, responses, and outcomes Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-11-19 Antonio Daood, Serghei Floricel, Daniele Mascia, Luca Giustiniano
This paper adopts a processual perspective to understand how multiple crises evolve and interact in projects. After reviewing the literature on crises in projects and finding that it typically considers crises in isolation, we endeavored to study the case of an infrastructural megaproject that involved the construction of a high-speed railway in Italy to understand how crises interact and how this
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Crossing digital frontiers with cultural intelligence - a new paradigm for project managers Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-10-30 Francesco Anglani, Selene Pennetta, Carmen Reaiche, Stephen Boyle
The evolution of the international business environment during the past twenty years due to globalization and the recent pandemic determined an increase in international projects requiring new organizational and individual capabilities to ensure project success. Cross-cultural competencies have been analyzed within the cross-cultural management field and organizational behavioral studies, with limited
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Resilience science: Theoretical and methodological directions from the juncture of resilience and projects Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-11-02 Nader Naderpajouh, Juri Matinheikki, Lynn A. Keeys, Daniel P. Aldrich, Igor Linkov
Increasing concerns about disruptions and the need for adaptation to drastic changes in social and ecological systems is reflected in the growing interest in resilience science. At the same time, the surge in medium to large scale projects around the world, known as projectification of societies, has resulted in considerable interest in the discipline of project studies. The disciplinary idiosyncrasies
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The co-creation of value by public and private actors in the front end of urban development projects Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-10-25 Sebastian Toukola, Tuomas Ahola, Matias Ståhle, Anna af Hällström
This study focuses on the co-creation of value in the front end of urban development projects (UDPs) established by coalitions of public and private actors to develop specific urban premises or areas. Creating value in UDPs calls for collaboration between municipal actors and private companies, specifically in the front end phase, during which major design decisions are made. This qualitative case
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Unpacking resilience of project organizations: A capability-based conceptualization and measurement of project resilience Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-10-16 Sujuan Zhang, Fadong Zhang, Bin Xue, Dan Wang, Bingsheng Liu
Characterized by involvement of multiple stakeholders and temporary nature, projects can be risky and coupled with unexpected events and uncertain situations. Projects, as a common form of temporary organizations, require resilience capabilities that enable them to cope with unexpected events, recover from disruptions and crises, and adapt to external environments for effective project delivery. However
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Erratum to “Project-based practices for promoting a sustainability transition in a city organization and its urban context” [Int. J. Proj. Manag., 41 (2023), 102516] Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-10-19 Hanna Lehtimäki, Ari Jokinen, Jatta Pitkänen
Abstract not available
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Navigating among islands of certainty: Coordinating as communicative practices of temporary organizations experiencing crisis Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-10-18 Verena Stingl, John G. McClellan
This research explores temporary organizing in crisis. Recognizing crises in temporary organizations as involving the existential loss of meaning for plans and prospects, we present a qualitative study of the complex negotiation between integration and fragmentation of a temporary organization experiencing crisis. Embracing communication as constitutive of organization (CCO) theorizing, we analyse
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Project benefits management: Making an impact on organizations and society through projects and programs Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-10-18 Ofer Zwikael, Martina Huemann
Abstract not available
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The project is dead. Long live the project Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-09-21 Christine Unterhitzenberger
Abstract not available
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Call for papers: Program management of major infrastructure projects Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-09-22 Juliano Denicol, Andrew Davies, Jennifer Whyte
Abstract not available
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Toward a systematic understanding of megaproject improvisation Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-09-19 Kaiwen Jiang, Yun Le, Xian Zheng, Xinyue Zhang, Luxia Ouyang
Improvisation is an extemporaneous and creative process for dealing with uncertainty. Confronted with complex and dynamic uncertainties, megaprojects are fertile soil for diverse improvisation involving multi-level stakeholders. To unveil the complex taxonomy of megaproject improvisation (MI), we first develop a three-dimension theoretical framework of MI drawing on classical improvisation theory,
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The performance effects of optimistic and pessimistic project status reporting behavior Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-09-21 Carsten Kaufmann, Alexander Kock
Project managers often provide project status reviews in an aggregate overall status to convey central project status information to project steering committees. While the simplicity of this reporting form is potentially helpful for decision-makers, it is also prone to biases because the assessment is subjective, and project managers might intentionally misreport the current status. We investigate
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The human factor in agility: Exploring employee dedication in agile project organizations Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-09-16 Andre Meier, Alexander Kock
As project management shifts towards agility, attention has centered on its performance outcomes. Yet, a critical area remains largely untapped: the human dimension. This study dives into the heart of this matter, focusing on the relationship between an agile project organization and the dedication of individual project team members. Venturing beyond traditional approaches, our agile project organization
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Neither a descriptive narrative of the past nor an un-reflexive account of its production should guide us Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-09-14 Stewart Clegg
“Neither a descriptive narrative of the past nor an un-reflexive account of its production should guide us” is a critique of the lack of either theoretical or policy direction contained in the paper titled “The past will guide us”. What is at issue is the atheoretical accounting of the past through the reliance on a simple account of its representation by the keywords used in the IJPM and the non-accounting
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Performance measurement in project management Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-09-07 Marian Bosch-Rekveldt, Mike Bourne, Rick Forster, Richard Kirkham, Ossi Pesämaa
Abstract not available
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In favor or against: The influence of skeptical stakeholders in urban innovation projects for green transformation Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-09-03 Julia Kroh, Carsten Schultz
Skeptical stakeholder involvement – collaborating with stakeholders who may harbor negative attitudes - is a complex, uncertain process that poses substantial challenges for innovation project management. Developing complex innovations like those in urban spaces requires engagement with knowledge, behavioral shifts, and resources from both public and private stakeholders. As a result, these stakeholders
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Call for papers: Welcome to the project society! Projectification and project-orientation of society Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-09-01 Martina Huemann, Andreas Wald, Helgi Thor Ingason, Ronggui Ding
Abstract not available
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Project-based practices for promoting a sustainability transition in a city organization and its urban context Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-09-03 Hanna Lehtimäki, Ari Jokinen, Jatta Pitkänen
Projects have become vital in initiating urban sustainability changes. In this study, we address the research gap regarding the dual role of a project in advancing change in public organizations and helping them to adopt roles in initiating and steering urban sustainability transitions. From a practice-theory perspective, we present longitudinal participatory action research on the activities of a
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Beyond the paradox: Understanding how project leader humility and narcissism affect project outcomes Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-08-25 Flavia Cavazotte, Juliana Mansur, Felipe Augusto Lanção
The increasing adoption of project structures in a highly competitive business environment brings to the fore the figure of project managers, who are ultimately responsible for the performance of projects in organizations. We investigate how these leaders’ attributes are associated with project outcomes, focusing on project leader humility and narcissism. We also analyze two specific mediating mechanisms
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Naturalistic decision making and decision drivers in the front end of complex projects Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-08-17 Ama Lawani, Rhona Flin, Racheal Folake Ojo-Adedokun, Peter Benton
Decision making plays a crucial role in the front end of projects which is a critical stage for maximising the performance of complex projects. Although it has been suggested that project managers rely more on analytical approaches to decision making as opposed to an intuitive mode, there is emerging evidence of project managers using intuitive decision processes. Yet, little is known about how this
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Digging in the megaproject's graveyard: Why do megaprojects die, and how to check their health? Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-08-17 Jose Rodrigo Juarez Cornelio, Tristano Sainati, Giorgio Locatelli
The pressure to complete Infrastructure Megaprojects (IMs) is enormous; once started, IMs are commonly considered too costly to be stopped. Still, despite this widespread belief, several IMs are terminated during delivery/construction. Notwithstanding its empirical and theoretical relevance, few studies investigate IMs termination during delivery/construction. This paper aims to develop further the
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Owners managing the commercial interface on complex projects: A pluralistic theoretical perspective Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-08-14 Graham M. Winch, Natalya Sergeeva, David J. Lowe
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Measuring sense of place in project environments to promote positive mental wellbeing Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-08-09 Helen Lingard, Michelle Turner
Sense of place describes people's perceptions of the distinguishing qualities and attributes of an environment that shape positive feelings of attachment and promote mental wellbeing. The purpose of the research was to identify the qualities and attributes of project work environments that contribute to the development of a sense of place, and to develop and test a survey instrument designed to measure
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Emergent organizing: Origins and evolution of temporary crisis response organizations Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-08-04 Huibert Jan Theodorus Zijderveld, Jori Pascal Kalkman
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
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Grandstanding? The elusive process of shaping megaproject symbolism Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-08-04 Serghei Floricel, Maude Brunet
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
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Response strategies for community stakeholder engagement on social media: A case study of a large infrastructure project Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-08-05 Kon Shing Kenneth Chung, Pernille Eskerod, Anna Lund Jepsen, Jingbo Zhang
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
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How projects co-create value with stakeholders: The role of ideology and inquiry in spanning the temporary-permanent boundary Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-07-29 Christof Kier, Kirsi Aaltonen, Jennifer Whyte, Martina Huemann
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
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Moving goals and governance in megaprojects Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-07-26 Mike Bourne, Marian Bosch-Rekveldt, Ossi Pesämaa
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
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Building megaproject resilience with stakeholders: The roles of citizenship behavior and critical transition mechanisms Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-07-23 Baris Morkan, Heidi M.J. Bertels, Ananya Sheth, Patricia J. Holahan
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
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Asking the right questions: The role of reflection for learning in and between projects Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-07-21 Andreas Hartmann, Joanne Vinke-de Kruijf, Ruben van Weesep
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
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The past will guide us: What the future could bring according to the last 40 years of IJPM? Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-07-14
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
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Is this How Big Things Get Done? Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-07-12
Abstract not available
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Humanising complex projects through design thinking and its effects Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-07-07 Jeanne Liedtka, Giorgio Locatelli
The last decades of research in project studies show us that humans, rather than technologies, software or mathematical models, shape project success. This is simultaneously fascinating and problematic since, while technologies, software or mathematical models are relatively predictable and straightforward, humans are far more complex, with extremely intricate links between motivations and emotions
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Governing technical and organizational complexity through supply chain integration: A dyadic perspective on performance in infrastructure projects Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-06-27 Per Erik Eriksson, Ossi Pesämaa, Johan Larsson
Despite its declared importance for governing complexity in projects, few empirical studies have studied how different types of supply chain integration (SCI) activities (e.g., coordinative and collaborative integration) interplay and affect performance. To address this gap, the purpose of this paper is to study how complexity can be governed through coordinative and collaborative SCI, and how their
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Cultivating crisis research in project studies: Insights from management and organisation studies by Christine Pearson Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-06-15 Christine Pearson, Nader Naderpajouh, Markus Hällgren
There is an increasing discussion on the role of projects and temporary organising in the face of global and local crises. Categorically, the temporary, non-linear and complex nature of crisis from its onset has several theoretical and methodological parallels in the study of projects. To provide an outsider perspective in the process of cultivating this research stream within Project Studies, we interviewed
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Project proliferation: The self-perpetuating cycle of inter-institutional projects Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-06-09 Israël Fortin, Jonas Söderlund
This study aims to provide an explanation for the lack of implementation of innovation generated through publicly funded research. While previous scholars have categorized organizational cycles as either virtuous or vicious, cycles of inter-institutional projects can have simultaneous benefits for some organizations while causing drawbacks for others. Such a cycle was observed across inter-institutional
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The interplay between dynamic capabilities’ dimensions and their relationship to project portfolio agility and success Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-05-23 Jadena Bechtel, Carsten Kaufmann, Alexander Kock
Recent literature emphasizes agility's importance for a project portfolio's success in a dynamic environment. Conceptually, dynamic capabilities should be relevant antecedents for portfolio agility since they help organizations cope with dynamic environments. Dynamic capabilities disaggregate into three dimensions: sensing market and technology opportunities, seizing opportunities through prioritizing
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Managerial agency (re)producing project governance structure and context: Public-private partnerships in the Netherlands Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-05-10 Camilo Benitez-Avila, Andreas Hartmann
Project managers activate their agentic powers in the (re)production of project governance structure and the institutional context of projects. By examining three ongoing Public Private Partnership (PPP) projects within the Dutch policy path, we provide evidence that managers aim to improve their working conditions when enacting three project governing practices: upscaling issues, adapting, and reproducing
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Mind the gap: Towards performance measurement beyond a plan-execute logic Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-05-08 Harvey Maylor, Joana Geraldi, Alexander Budzier, Neil Turner, Mark Johnson
Project performance measurement aims to identify deviations from intended goals and reduce ‘the gap’ between actual and expected performance. However, despite extensive measurement and control efforts, the gap is hard to close and, intriguingly, not necessarily related to the project's perceived performance, which is what will ultimately influence a stakeholder's satisfaction. Based on service quality
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What are the strategies to manage megaproject supply chains? A systematic literature review and research agenda Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-05-03 Gustavo Stefano, Juliano Denicol, Tim Broyd, Andrew Davies
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The more the better? The role of stakeholder information processing in complex urban innovation projects for green transformation Int. J. Proj. Manag. (IF 9.037) Pub Date : 2023-04-10 Julia Kroh, Carsten Schultz
To fight climate change and to cope with the energy crisis, a green and sustainable transformation of the existing urban space is needed. Key for the increase of a city districts’ energy efficiency is the successful management of urban innovation projects. Urban innovation projects target heterogeneous innovation fields like heat supply, thermal insulation, mobility, and smart city approaches. They