-
A Balancing Act of Leadership: The Practice of Shaping the Direction of a Project Portfolio Proj. Manag. J. (IF 4.946) Pub Date : 2024-03-07 Dicle Kortantamer
This article explores the practice of shaping the project portfolio direction through the lens of leadership. Focusing on a public setting, it uncovers three interrelated activities: developing ownership, networking, and de-personalizing. These activities can be accomplished through continuous balancing of substantive–symbolic and visible–subtle acts, institutional structures and their improvisations
-
Beyond Failure and Success: A Process View on Imperfect Projects as Common Practice Proj. Manag. J. (IF 4.946) Pub Date : 2024-03-04 Alfons van Marrewijk, Iben Stjerne, Jörg Sydow
This editorial scrutinizes the dichotomy of a project’s success and failure, which, in our opinion is too rigid, inflexible, and unnuanced. The aim of this special issue is to nuance this dichotomy by moving toward a process view on how imperfection is brought about in projects. We introduce and discuss five topics important for such a process view: (1) improvisation, (2) temporality, (3) power and
-
The Mandate of Project Management Offices Beyond Organizational Boundaries—Still A Blind Spot for Organizational Design? Proj. Manag. J. (IF 4.946) Pub Date : 2024-02-21 Timo Braun, Jörg Sydow
Based on conceptual reasoning, combined with illustrations from the air cargo industry, this article proposes a gradual broadening of the concept of what project management offices (PMOs) are responsible for to provide added value to the collaborating organizations when planning for and executing interorganizational projects. Thus far, the ability of PMOs to support interorganizational projects and
-
Effects of Authentic Leadership, Behavioral Integrity, and Project Governance on Project Performance Proj. Manag. J. (IF 4.946) Pub Date : 2024-02-20 Qing (Ray) Cao, Ajaya (Ajay) K. Swain, Pinyarat Sirisomboonsuk, Vicky Ching Gu
While literature indicates that leadership plays an important role in project management and impacts project performance, it remains unclear what characterizes an effective leadership style in project management. Drawing on authentic leadership, behavioral integrity, and project governance research, and using cross-sectional data from multiple industries, we propose and test a leadership performance
-
An Effective Earned Value Management System (EVMS) is a Team Sport Proj. Manag. J. (IF 4.946) Pub Date : 2024-02-16 Vartenie Aramali, G. Edward Gibson, Mounir El Asmar, Hala Sanboskani
We present a novel framework to assess 27 earned value management system (EVMS) environment factors and investigate their impact on project performance. A study of the EVMS literature, a survey of practitioners, and focus group meetings with 36 EVMS industry and government experts, supported the development of the framework. Focus groups involving 80 practitioners refined and tested it. We analyzed
-
Prioritizing Stakeholders in Collaborative Research and Innovation Projects Toward Sustainability Proj. Manag. J. (IF 4.946) Pub Date : 2024-02-15 José M. R. C. A. Santos, Gabriela Fernandes
Stakeholder engagement in collaborative research and innovation projects poses significant challenges, particularly in complex, multistakeholder settings addressing sustainability concerns. This study proposes a novel method for stakeholder prioritization in such projects, combining the analytic network process (ANP) tool with the sustainability categories of the P5 standard for sustainability in project
-
It Takes Two to Tango: The Interactive Effect of Project Portfolio Management Offices and Voice Behavior on Project Portfolio Management Quality and Business Success Proj. Manag. J. (IF 4.946) Pub Date : 2024-02-02 Alexander Kock, Bastian Ekrot, Hans Georg Gemünden
Despite abundant research on project management offices and project portfolio management offices (PPMOs), it is still unclear whether PPMOs contribute to business success. This study explores the role of employee voice behavior in the relationship between PPMOs and business success. The findings from 255 portfolios reveal that PPMO contributions and voice behavior positively relate to management quality
-
A Taxonomy of Project Management Offices and Their Organizational Project Management Landscapes Proj. Manag. J. (IF 4.946) Pub Date : 2024-02-02 Ralf Müller, Linzhuo Wang
Organizational project management (OPM) integrates project-related activities in organizations, including project management offices (PMOs) and their services. Using an organizational design perspective, this study models nine different PMO service delivery categories along scope, frequency, and delivery entity and identifies their particular OPM contexts (i.e., landscapes). Two hundred and sixty-five
-
Running the Codification Gauntlet: Why Intent Alone Cannot Afford the Codification of Project Learnings Proj. Manag. J. (IF 4.946) Pub Date : 2024-02-02 Geoffrey Mark Ferres, Robert C. Moehler
This article presents a first synthesis of the ability to codify challenges that constrain project learning codification and, in turn, limit the sharing of learnings between projects at scale. An improved understanding of these challenges supports the externalized sharing of project learnings, between communities of practice, that can scale beyond the temporal, geographical, and organizational barriers
-
The Impact of Temporal Reflexivity on Time Performance in NPD Projects: A Mixed-Methods Study Proj. Manag. J. (IF 4.946) Pub Date : 2024-01-23 Yujuan Zheng, Saonee Sarker, Wei (Wayne) Huang, Xufei Ma
Timely new product development (NPD) has always been a top priority in NPD projects. Despite realizing its importance, the empirical examination of specific factors that may improve NPD time performance has remained limited. This study investigated how temporal reflexivity influences NPD time performance based on the time, interaction, and performance (TIP) theory. Using a mixed-methods design, our
-
How Did the Imperfection of an Innovation Project Come About? The Tension Between Legitimacy and Flexibility Proj. Manag. J. (IF 4.946) Pub Date : 2024-01-18 Qinzhen Qian
Although current project management literature has claimed to learn from imperfect or failing projects, the process through which the imperfection of a project, in particular of an innovative-centered one, comes about remains unexplored. Based on a longitudinal case study of an interorganizational innovation project, the author developed a process model, showing that the project management team involved—consisting
-
Artificial Intelligence and Project Management: Empirical Overview, State of the Art, and Guidelines for Future Research Proj. Manag. J. (IF 4.946) Pub Date : 2024-01-09 Ralf Müller, Giorgio Locatelli, Vered Holzmann, Marly Nilsson, Temisan Sagay
Desk rejections of artificial intelligence (AI)–related submissions to the Project Management Journal® (PMJ) are high. This article provides an overview and state-of-the-art snapshot on academic and practitioner work to derive at potential future research topics and guidelines on the execution and reporting of AI-related studies in project management.
-
Performance Improvement in Megaprojects Through Project Network Characteristics and Transactive Memory Systems Proj. Manag. J. (IF 4.946) Pub Date : 2024-01-08 Zhibin Hu, Guangdong Wu, Wei Zhang
This study investigates the effects of project network characteristics (i.e., network density and centrality) and transactive memory systems on project performance. Based on 361 valid questionnaires from megaproject teams, a structural equation modeling (SEM) approach is used for data analysis. The findings discover that high network density is positively associated with specialization, credibility
-
Practitioner Application of Ethics in Ethical Decision-Making Within Projects: A Process Theory View Proj. Manag. J. (IF 4.946) Pub Date : 2023-05-10 Elizabeth White Baker, Fred Niederman
This study examines the approach and range of thinking project management practitioners apply when dealing with issues that have ethical considerations. This article presents a nuanced view of proc...
-
The Effects of Transformational and Adaptive Leadership on Dynamic Capabilities: Digital Transformation Projects Proj. Manag. J. (IF 4.946) Pub Date : 2023-05-10 Judy Y. H. Huang, Randi Jiang, Jamie Y. T. Chang
Leadership must be leveraged at the management level to develop the capabilities needed to succeed in digital transformation projects, where complications arise due to technological novelty and env...
-
Valuing Theory and Practice: Using a Portfolio Lens to Publish Research on Projects Proj. Manag. J. (IF 4.946) Pub Date : 2023-05-09 Andrew Davies, Samuel C. MacAulay
This article maps the contributions project scholars can make in management journals. Research on projects cuts across disciplinary boundaries, with scholars working in institutions with different ...
-
In Search of Project Management Principles Proj. Manag. J. (IF 4.946) Pub Date : 2023-05-08 Nigel Blampied, Robert Buttrick, George Jucan, Crispin (“Kik”) Piney, Chris Stevens, Dave Violette, R. Max Wideman
The objective of this article is to determine whether a set of project management principles can be identified to serve as a common framework for developers and publishers of project management sta...
-
On the Road to Digital Transformation: A Literature Review of IT Program Management Proj. Manag. J. (IF 4.946) Pub Date : 2023-05-07 Xiaosong (Jason) Wu, Gary Klein, James J. Jiang
Program management continues to gain traction as an approach to managing the development and implementation of advanced information technology (IT). The guidance and structure provided by program p...
-
Interteam Learning in Multiteam New Product Development Programs Proj. Manag. J. (IF 4.946) Pub Date : 2023-05-07 Jacob Chia-An Tsai, Randi Jiang, Jamie Yi-Ting Chang, Tim Yueh-Ying Wu
Learning is a fundamental aspect of innovative new product development (NPD), and research shows that failures are a source of learning in NPD programs. However, little is known about the role of l...
-
Agile Project Management and Emotional Exhaustion: A Moderated Mediation Process Proj. Manag. J. (IF 4.946) Pub Date : 2023-03-29 Tabea Augner, Carsten Christoph Schermuly
This article tested a moderated mediation process to explain the relationship between agile project management and emotional exhaustion. By transferring traditional stress theories to the agile con...
-
Investigating the Leadership and Visionary Capabilities to Make Projects Resilient: Processes, Challenges, and Recommendations Proj. Manag. J. (IF 4.946) Pub Date : 2023-03-28 Jiwat Ram, Tharun Dolla
We report three-pronged findings on the application of leadership and visionary capabilities to make projects resilient. The data collected through 33 qualitative interviews were analyzed using NVi...
-
Governance of Interorganizational Projects: A Process-Based Approach Applied to a Latin American–European Case Proj. Manag. J. (IF 4.946) Pub Date : 2023-03-15 Elieti Biques Fernandes, Douglas Wegner, Guido Möllering
This article proposes a theoretical–conceptual model that describes how the governance of collaborative interorganizational projects (IOPs) develops over time. The model is based on empirical insig...
-
Lord of the Flies in Project-Based Organizations: The Role of Passive Leadership on Creativity and Project Success Proj. Manag. J. (IF 4.946) Pub Date : 2023-03-09 Namra Mubarak, Jabran Khan, Ossi Pesämaa
This study examines the role of passive project leadership in project success. The article deduces a theoretical model implying that passive project manager leadership behavior affects the success ...
-
Impact of Shared Leadership Quality on Agile Team Productivity and Project Results Proj. Manag. J. (IF 4.946) Pub Date : 2023-03-09 Mariusz Hofman, Grzegorz Grela, Magdalena Oronowicz
Drawing on leadership theory, this research verified what makes shared leadership an effective form of leadership for agile project teams, and whether using it influences the outcomes achieved by s...
-
ISO 21500 and the Sustainability Focused ANP-BOCR Framework for Subcontractor Selection in Megaprojects Proj. Manag. J. (IF 4.946) Pub Date : 2023-02-19 Abdulla Abdulaziz Al Subaie, Mohd. Nishat Faisal, Belaid Aouni, Lamay Bin Sabir
The aim of this article is to present a novel framework that integrates the strategic dimensions of sustainability and the ISO 21500 standard to evaluate and select subcontractors for megaprojects....
-
How Does Hierarchy Steepness Affect Coordination in Project-Based Organizations? A Social Network Analysis Proj. Manag. J. (IF 4.946) Pub Date : 2023-02-08 Jinying Xu, Weisheng Lu
This study aims to reveal the impacts of hierarchy steepness on intraorganizational coordination in project-based organizations (PBOs) at both organizational and individual levels. We discovered th...
-
Modeling the Capabilities of High-Performing Project Management Offices in General Contracting Companies Proj. Manag. J. (IF 4.946) Pub Date : 2023-02-08 Mahmoud Ershadi, Marcus Jefferies, Peter Davis, Mohammad Mojtahedi
The contemporary literature emphasizes a need to delve into how project management offices (PMOs) can be effectively operated in construction organizations by embedding integrated project managemen...
-
Distributed Leadership in Projects: The Contributions of Stakeholders Proj. Manag. J. (IF 4.946) Pub Date : 2023-02-08 Dicle Kortantamer
This article examines how stakeholders contribute to leading a project. Using a longitudinal study of a project embedded in a public project portfolio, the article uncovers a leadership configurati...
-
The Impact of Team Mindfulness on Project Team Performance: The Moderating Role of Effective Team Leadership Proj. Manag. J. (IF 4.946) Pub Date : 2023-02-07 Mehwish Majeed, Muhammad Irshad, Ikram Khan, Imran Saeed
The current study aims to investigate the consequences of team mindfulness in project-based organizations by proposing team cohesion as an underlying mechanism and effective team leadership as a bo...
-
Modern Slavery in Projects: A Systematic Literature Review and Research Agenda Proj. Manag. J. (IF 4.946) Pub Date : 2023-01-29 Yazan Alzoubi, Giorgio Locatelli, Tristano Sainati
It is estimated that 40.3 million individuals are victims of modern slavery, including those exploited in projects. In project studies, there are growing research streams on topics, such as ethics,...
-
How a Despotic Project Manager Jeopardizes Project Success: The Role of Project Team Members’ Emotional Exhaustion and Emotional Intelligence Proj. Manag. J. (IF 4.946) Pub Date : 2023-01-29 Khurram Shahzad, Rimsha Iqbal, Shazia Nauman, Raheela Shahzadi, Adeel Luqman
Drawing on conservation of resources theory, our study investigates whether a project manager’s despotic leadership style influences project success directly and indirectly through the underlying m...
-
A Complexity Framework for Project Management Strategies Proj. Manag. J. (IF 4.946) Pub Date : 2023-01-08 Albert Boonstra, Cees Reezigt
We examine how project complexity influences the choice of a project management strategy and present a framework that facilitates managers in selecting a suitable project management strategy. We di...
-
Leadership and the Recovery of Troubled IT Projects Proj. Manag. J. (IF 4.946) Pub Date : 2022-12-15 Douglas Havelka, Xiang Fang, T. M. Rajkumar
The impact of specific types of leadership behaviors on recovery processes and the success of troubled information technology projects was investigated. A theoretical model of leadership for troubl...
-
A Multilevel Governance Model for Interorganizational Project Networks Proj. Manag. J. (IF 4.946) Pub Date : 2022-11-24 Christine Unterhitzenberger, Ralf Müller, Anne Live Vaagaasar, Yongjian Ke, Raimonda Alonderiene, Inga Minelgaite, Margarita Pilkiene, Linzhou Wang, Fangwei Zhu, Nathalie Drouin, Alfredas Chmieliauskas, Saulius Simkonis, Mylene Mongeon
This study operationalizes and tests a multilevel governance model for interorganizational project networks. Results of a qualitative multicase study are used to develop a framework model with thre...
-
How Inclusive Leadership Influences Voice Behavior in Construction Project Teams: A Social Identity Perspective Proj. Manag. J. (IF 4.946) Pub Date : 2022-11-20 Shan Jiang, Guofeng Ma, Ding Wang, Jianyao Jia
Voice behavior of project team members (PTMs), defined as the process in which PTMs proactively share ideas, concerns, and opinions about work-related issues to improve the status quo of projects, ...
-
Incentivizing Relationship Investment for Project Performance Improvement Proj. Manag. J. (IF 4.946) Pub Date : 2022-11-10 Liuying Zhu, Sai On Cheung
Collaboration between developers and contractors is pivotal to the efficient completion of construction projects. Relational contracting practice has been used to promote working partnerships. Cons...
-
Time Flies When You are Having Fun: The Mediating Effects of Project Opportunity Management in the Relationship Between Project Leaders’ Self-Efficacy and Multidimensional Project Success Proj. Manag. J. (IF 4.946) Pub Date : 2022-11-01 Umer Zaman, Leila M. Naeni, Noor ul Huda, Muddasar Ghani Khwaja
Numerous studies have linked various leadership styles with project success; however, the role of project leaders’ self-efficacy and project opportunity management has been rarely studied. The pres...
-
Definitely Not a Walk in the Park: Coping with Competing Values in Complex Project Networks Proj. Manag. J. (IF 4.946) Pub Date : 2022-10-22 Lizet Kuitert, Leentje Volker, Marleen H. Hermans
Complex project networks confront project actors, with value pluralism originating from a plethora of competing organizational and institutional systems related to the project environment. Using a ...
-
Narratives of Project Risk Management: From Scientific Rationality to the Discursive Nature of Identity Work Proj. Manag. J. (IF 4.946) Pub Date : 2022-09-29 Stuart D. Green, Irem Dikmen
The dominant narrative of project risk management pays homage to scientific rationality while conceptualizing risk as objective fact. Yet doubts remain regarding the extent to which the advocated q...
-
Social Sustainability in Projects: Using Social Procurement to Create Employment in the Swedish Construction Sector Proj. Manag. J. (IF 4.946) Pub Date : 2022-09-28 Daniella Troje
Social procurement can increase social sustainability by creating employment for marginalized people. This article investigates how project organizations perceive and handle the resources from and ...
-
Network Governance for Interorganizational Temporary Organizations: A Systematic Literature Review and Research Agenda Proj. Manag. J. (IF 4.946) Pub Date : 2022-09-23 Linzhuo Wang, Ralf Müller, Fangwei Zhu
Governance of interorganizational networks for joint project execution has become a popular research theme in recent years. However, little is known about how the knowledge in this field is structu...
-
Investigating the Dynamics of Engineering Design Rework for a Complex Aircraft Development Project: Lessons Learned From a Soft Systems Thinking Lens Proj. Manag. J. (IF 4.946) Pub Date : 2022-09-06 Érika Souza de Melo, Darli Vieira, Christophe Bredillet
Organizations still struggle to efficiently manage their complex product development projects (PDPs). A contributor to poor project performance is the dynamics of engineering design rework (EDR), d...
-
21st-Century General-Purpose Technologies and the Future of Project Management Proj. Manag. J. (IF 4.946) Pub Date : 2022-09-04 John Steen, Gary Klein, Jason Potts
General-purpose technologies (GPTs), also known as platform technologies, are catalysts for major changes in economic activity. They are general purpose in the sense that they have multiple applications across a wide range of industries and support waves of innovative products and services. The discovery of different ways to use the new form of GPT can leave an industry profoundly different from how
-
Navigating Tensions to Create Value: An Institutional Logics Perspective on the Change Program and its Organizational Context Proj. Manag. J. (IF 4.946) Pub Date : 2022-08-11 Parinaz Farid, Susanne Boch Waldorff
Research has emphasized the need to understand change programs’ value creation (VC) within their organizational context. This article employs institutional logics to explore the change program–orga...
-
Application of Career Ecosystems Theory and the New Psychological Contract to the Field of Project Management: Toward a Conceptual Model Proj. Manag. J. (IF 4.946) Pub Date : 2022-08-09 William E. Donald
The purpose of this article is to explore how different actors can operate within a project management ecosystem to sustain a pool of project management personnel with the knowledge, skills, and ab...
-
Validation of a New Project Resilience Scale in the IT Sector Proj. Manag. J. (IF 4.946) Pub Date : 2022-08-02 Khalil Rahi, Mario Bourgault
From a project management perspective, coping with the negative consequences of disruptions is considered a great challenge. This article aims to present the concept of project resilience and to va...
-
Coordinating Lifesaving Product Development Projects with no Preestablished Organizational Governance Structure Proj. Manag. J. (IF 4.946) Pub Date : 2022-07-18 Ana Paula Paes Leme Barbosa, Ana Lucia Figueiredo Facin, Mario Sergio Salerno, Jonathan Simões Freitas, Marina Carelli Reis, Tiago Paz Lasmar
We employed a longitudinal, grounded theory approach to investigate the management of an innovative product developed in the context of a life-or-death global emergency. This project involved about...
-
Data Analytics and Artificial Intelligence in the Complex Environment of Megaprojects: Implications for Practitioners and Project Organizing Theory Proj. Manag. J. (IF 4.946) Pub Date : 2022-07-18 Sachindra Chamode Wijayasekera, Syed Asad Hussain, Amrit Paudel, Bhuwan Paudel, John Steen, Rehan Sadiq, Kasun Hewage
This article articulates the prospect of improving megaproject execution and performance via digital project delivery. Various digitalization options, such as cloud computing, automation, artificia...
-
The Dark Side of Projects: Uncovering Slavery, Corruption, Criminal Organizations, and Other Uncomfortable Topics Proj. Manag. J. (IF 4.946) Pub Date : 2022-07-01 Giorgio Locatelli, Efrosyni Konstantinou, Joana Geraldi, Tristano Sainati
Unethical and illegal practices abound in our modern world. For example, slavery in several countries was abolished at the turn of the nineteen century, yet, at this very moment, approximately 40 million people worldwide are considered to be modern slaves (International Labour Organization [ILO] & Walk Free Foundation [WFF], 2017), more than three times the entire Atlantic slave trade. The extent of
-
The Dark Side of Projects: Dimensionality, Research Methods, and Agenda Proj. Manag. J. (IF 4.946) Pub Date : 2022-06-16 Giorgio Locatelli, Efrosyni Konstantinou, Joana Geraldi, Tristano Sainati
This article presents the dark side of projects, engaging project scholars and practitioners in discussions about sensitive, confusing, uncomfortable, challenging, and questionable phenomena, such ...
-
Developing a Multidimensional Conception of Project Evaluation to Improve Projects Proj. Manag. J. (IF 4.946) Pub Date : 2022-06-10 Anna Le Gerstrøm Rode, Per Svejvig, Miia Martinsuo
In the quest to improve projects, project actors rely on sound project evaluation. However, project evaluation can be complex and challenging. This study aims to explore and define project evaluation and reveal how it can promote continuous improvements within and across projects and organizations. A review of extant literature finds four constitutive properties for project evaluation: criteria, times
-
Mobilizing Megaproject Narratives for External Stakeholders: A Study of Narrative Instruments and Processes Proj. Manag. J. (IF 4.946) Pub Date : 2022-05-31 Johan Ninan, Natalya Sergeeva
Megaprojects combine multiple external stakeholders, and a common narrative is essential to drive the project among often conflicting objectives. Narratives help organize people toward an agenda and therefore have performative and strategic implications. In this research, we explore how narratives are mobilized through narrative instruments and processes using the case study of the High Speed Two (HS2)
-
The Relationship Between Uncertainty and Task Execution Strategies in Project Management Proj. Manag. J. (IF 4.946) Pub Date : 2022-04-28 Tom Maes, Karolin Gebhardt, Andreas Riel
Common project management methodologies do not consider project task uncertainty for determining appropriate task execution strategies. This article proposes an actionable task-model based approach to integrating uncertainty considerations in project management. The authors developed the article in an industrial setting, interviewing experienced project managers, and observing 12 innovation projects
-
In Praise of Paradox Persistence: Evidence from the Sydney Opera House Project Proj. Manag. J. (IF 4.946) Pub Date : 2022-04-28 Medhanie Gaim, Stewart Clegg, Miguel Pina e Cunha
Organizational paradoxes persist. In their persistence, they resist closure; we demonstrate how, by using an exemplary project, that of the construction of the Sydney Opera House. By analyzing paradoxes encountered in the construction of a notable contemporary architectural project, we discuss how dialogical interactions enable options to emerge in the form of responses that were not previously evident
-
Explaining Reverse Outcome Tight Control: A Case Study of Mindless/Mindful Governance Proj. Manag. J. (IF 4.946) Pub Date : 2022-04-24 Wenxin Chen, Cecil Eng Huang Chua, Raymond Young, Xudong Xu
In reverse outcome tight control, controlees’ behavior is correctly aligned with tight controls, but this results in harm to the project. Using the lens of mindfulness, our case study of a construction project reveals why mindless enactment of controls leads to reverse outcome tight control—controllers replace project feedback with feedback from controls. When a project has both unknown unknowns and
-
Mixed-Methods Research for Project Management Journal® Proj. Manag. J. (IF 4.946) Pub Date : 2022-04-13 James Jiang, Gary Klein, Ralf Müller
We continue our series of editorials providing guidance for future submissions to Project Management Journal® (PMJ). Previous editorials considered our expectations for reporting qualitative and quantitative studies, conducting literature reviews, and avoiding self-plagiarism. We now consider very general guidelines for reporting mixed-methods research, an approach that is gaining in numbers of submissions
-
Seven Decades of Project Portfolio Management Research (1950–2019) and Perspectives for the Future Proj. Manag. J. (IF 4.946) Pub Date : 2022-04-12 Lars Kristian Hansen, Per Svejvig
Although project portfolio management (PPM) has been on the research agenda for at least seven decades (1950–2019), the number of contributions on the topic continues to grow. Literature reviews help us to integrate and build on what we already know and to understand where we came from. However, reviews proving a shared historical narrative of the discipline are scarce but key. Thus, we trace the literature
-
Servant Leadership and Project Success: Unleashing the Missing Links of Work Engagement, Project Work Withdrawal, and Project Identification Proj. Manag. J. (IF 4.946) Pub Date : 2022-03-30 Shazia Nauman, Ata Ul Musawir, Sania Zahra Malik, Hina Munir
Employing self-determination and social identification theories, we examined how servant leadership, which focuses on employees’ needs, influences project success. Based on 453 responses from project team leader–project team member dyads working in a single organization, our findings suggest that servant leadership enhances project success predominantly by mitigating project work withdrawal, rather
-
Identifying Subjective Perspectives on Managing Underground Risks at Schiphol Airport Proj. Manag. J. (IF 4.946) Pub Date : 2022-03-04 Erwin Biersteker, Alfons van Marrewijk, Joop Koppenjan
Recently, scholars have called for a focus on subjective aspects of risk management as a suitable lens for understanding how it functions. In line with this lens, this study focuses on project actors’ viewpoints on risk management in the context of construction projects to provide novel insights in risk management. Drawing on Renn's model and following a Q methodology, we identify four risk management
-
Synchronous and Diachronic Timing: Insights into Managing Projects from Disaster Management and Fast-Response Organizations Proj. Manag. J. (IF 4.946) Pub Date : 2022-03-04 Andreas Nachbagauer
Timing, that is selecting the right time or speed, is critical in urgent projects, yet there are few studies addressing timing in project management. This article emphasizes event time to better understand that timing is not simply a given externality and points to the importance of enacting events and urgency. Furthermore, the article distinguishes between synchronic and diachronic time perspectives