Search

Stakeholder engagement in collaborative research and innovation projects poses significant challenges, particularly in complex, multistake-holder settings addressing sustainability concerns. This study proposes a novel method for stakeholder prioritization in such projects, com-biningtheanalyticnetworkprocess(ANP)toolwiththesustainabilitycategoriesoftheP5standardforsustainabilityinprojectmanagement. Its applicability and usefulness are demonstrated through a case study project, using the new stakeholder theory (NST) lens. The ANP-P5 method can assist project managers in effectively aligning stakeholder management with both sustainability and NST principles. [ABSTRACT FROM AUTHOR]

This process article reports on the use of Gioia data structures as a visual boundary object in project management research. Gioia data structures work as effective boundary objects that span a research team’s geographical distance in a virtual setting as an artifact for promoting visual collaboration in project management research. We demonstrate the use of boundary objects as generative tools for cross-disciplinary teams to share a common design method. While boundary objects have been used in project management studies, we extend their use to support collaborative research in project management. Keywords boundary objects, Gioia methodology, visualization, collaborative research, project portfolio management, construction project management [ABSTRACT FROM AUTHOR]

Employing social exchange theory, we examined when and how servant leadership leads to megaproject success. Based on the data of 273 responses from project team members and project managers, our findings indicated that servant leadership improves project success in megaprojects by enhancing interpersonal trust. Additionally, when project governance is high, the effect of servant leadership on interpersonal trust is weaker. The study puts forth theoretical and practical implications for professionals working in mega construction projects. Keywords servant leadership, interpersonal trust, project governance, project success [ABSTRACT FROM AUTHOR]

Increasing attention to stakeholders is becoming an important trend in construction project management. This study extends construction project goals beyond traditional iron triangle goals to stakeholder collective performance, responding to the demand of promoting stakeholder management. Researchers collected 231 questionnaires from sources within the Chinese construction industry and conducted empirical analysis. The research uncovers the internal mechanisms of how project managers’ responsible leadership enhances stakeholder performance, complements the mediating mechanism on team members’ psychological cognition, and reveals the important contribution of caring ethical climate in achieving stakeholder collective performance. The findings also provide practical suggestions for enhancing construction stakeholder management from various perspectives. Keywords stakeholder management, responsible leadership, stakeholder collective performance, felt obligation, organizational identification, caring ethical climate [ABSTRACT FROM AUTHOR]

Sustainable project management (SPM) is pivotal for enhancing sustainable project success (SPS) and transforming organizations into sustainable practices. Many prior studies empirically found that SPM is positively associated with SPS. This association can be further enhanced through sustainable leadership. However, the role of sustainable leadership as a moderator on the association between SPM and SPS has not been fully grabbed in the prior studies, especially the public sector development program (PSDP) in Pakistan remained unexplored. The study aimed to investigate the moderating role of sustainable leadership on the association between SPM and SPS in the PSDP projects in Pakistan. Using a quantitative survey-based design and the data from 285 completed PSDP projects collected through a single informant strategy, the hypothesized relationships were tested with the PLS-SEM-based hierarchical component modeling approach. The results revealed that SPM is positively associated with SPS and sustainable leadership moderates the association between SPM and SPS in this context. The study provides important insights into the emerging trend of SPM and SPS and evocatively contributes to the existing literature. The study also contributes to the practice and assists project managers, decision-makers, and policy-makers in planning and developing PSDP projects more effectively to achieve sustainable development goals (SDGs). The findings are also beneficial for other countries operating in similar circumstances. [ABSTRACT FROM AUTHOR]

Abstract This article advances a temporal understanding of project success through a process study of Vindeby, an exploratory project developing the world’s first offshore wind farm. Pursuing a situated temporal view, our findings reveal how actors constructed Vindeby’s success differently when seeing the project as future, present, and past and how these constructions mutually shaped each other. Adding to prior literature adopting an over-time or in-time perspective, we develop a through-time perspective of project success and a model explaining the interplay of the three perspectives. We discuss how projects may serve as temporal stepping stones toward sustainable futures in the green transition and propose ways for project managers and policymakers to nurture this potential. Keywords project success temporality timing timeliness sustainability green transition wind energy scaling [ABSTRACT FROM AUTHOR]

Abstract This article provides an alternative conceptualization of a project as a series of becoming processes of imperfections. Through a longitudinal ethnography of a Research and Innovation Project, our study uncovers that imperfections emerged as uncertainty, ambiguity, unknown, and emergence over time. These emerging imperfections enacted project managers to focus on retaining, reframing, exploring, and embracing the project in time. Our findings advocate an imperfections-as-practice approach, which extends the projects-as-practice perspective by focusing on emerging imperfections. Following this, we suggest imperfect project management thinking, which allows project actors to embrace imperfections and make a project become successful. Keywords project success, project imperfections, projects-as-practice, imperfections-as-practice, over time, in time, ethnography [ABSTRACT FROM AUTHOR]

This systematic literature review aims to identify and compare the main participative approaches to empowering users in construction projects. Whereas different approaches are mobilized, findings suggest that research on project management has focused primarily on sponsors, who are in a position to control project resources, with users often being overlooked. This lack of involvement creates gaps between user expectations and delivered construction projects. The review therefore finds that, on principle and to assure added value, project managers should consider implementing a user-empowering approach right from the planning stage. Guidelines for practical considerations for a participative approach to project management are suggested. [ABSTRACT FROM AUTHOR]

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 of information technology projects, directly and indirectly, via employees' creativity. Self-regulation is proposed as a mitigating factor to minimize the destructive effects of passive leadership on creativity. The current study is based on a quantitative research design. A time lag design was used to collect data from 347 respondents working on information technology projects in Pakistan. SmartPLS was used for data analysis. The findings demonstrated that although passive leadership appears in flat organizations, it can have a negative impact on project success via creativity. Additionally, if the person is self-regulatory, it will not alter the results. The study added to the project management body of knowledge by confirming that a strong leadership role, instead of a passive one, is essential to boosting the creativity of project personnel. A passive leader remains inactive during situations where a strong leader is needed; however, self-regulation on the part of employees proved insufficient to propel a project toward success. [ABSTRACT FROM AUTHOR]

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 context, work-related stress was introduced as a mediator, and the moderating effects of social competence, perceived team support, and a culture for psychological empowerment were evaluated. The results of two complementary field studies with 307 project employees indicated that higher levels of agile project management lowered project employees' emotional exhaustion by reducing their work-related stress levels. This negative indirect relationship is significantly stronger when the organization fosters a culture for psychological empowerment. [ABSTRACT FROM AUTHOR]

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 processual engagement with ethics rather than a narrower decision model-based approach based on responses to various ethically challenging scenarios that may confront project managers. Based on qualitative data from a more extensive study we find that practitioner considerations regarding specific ethical decisions range from precursors to the development of a situation as a problem through particular actions and decisions, to potential ways that adverse outcomes can be remediated, and positive ones enhanced. We find that these concerns arise in addition to ethical decision-making considering all three core ethical views collectively, though not necessarily by each individual. The findings suggest broadening the investigation of ethical behavior from making better judgments to structuring the environment where such choices are made, laying solid foundations for ensuring positive choices, and working with even poor choices when they are still the best available to mitigate and control consequences. [ABSTRACT FROM AUTHOR]

This research focuses on the three project management facets of the iron triangle that the project manager must handle. Cost is one major issue that causes conflict in the project management triangle. Our research indicates that proactively addressing salary-related issues within the constraints can resolve many possible conflicts and improve team dynamics. Micro, small, and medium enterprises (MSMEs) play a crucial role in the development and growth of the IT solutions industry. The study was conducted at IT solutions under MSMEs, and the sample comprised 109 IT professionals: business analysts, developers, testers, cloud-based jobs, data engineers and leads. The salary was identified as one of the potential variables of the source of conflict. The study confirmed a meaningful relationship between salary perceptions and job roles. Data analysis was conducted using ANOVA, and a contrast test was carried out using IBM SPSS 25 for specific comparisons among the job roles. [ABSTRACT FROM AUTHOR]

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 such teams as well as the more distal outcomes. Survey data were collected from 251 members of agile project teams implementing projects of an iterative and incremental character. Structural equation modeling (PLS-SEM) was adopted to test the hypotheses. Our research confirms that shared leadership is an effective form of leadership for agile project teams whose members are empowered to engage in leadership functions or processes. The findings confirm a positive direct impact of shared leadership on the performance of agile project teams and indirect impact on project efficiency and effectiveness. The research results also confirm the influence of project team-related contextual moderators on shared leadership inputs and outputs. The study contributes to leadership theory in the plural leadership research stream and confirms the shift from individual leadership to collective leadership as a result of the growing popularity of the agility paradigm. [ABSTRACT FROM AUTHOR]

Great attention has been paid to the projects' success, which is the core of project management. It is not surprising that much research is being done in this area, as several factors contribute to the project's success. However, the moderating effect of top management support (TMS) on the relationship between transformational leadership (TL) and project success (PS) has not been investigated before. This study aims to examine whether the relationship between a project manager's transformational leadership and project success is moderated by top management support. This study uses a post-positivism philosophical objective to investigate the theoretical model. A cross-sectional time-lagged survey design was used to collect quantitative data. Data was collected using a structured questionnaire from 273 team members, project managers, and stakeholders working in Pakistan's public sector. The factor and hierarchical regression analysis were used for analysis. Our results showed that TL and TMS significantly impacted project success. Moreover, we found that TMS moderates the relationship between TL and PS. [ABSTRACT FROM AUTHOR]

While the role of projects in sustainability change is widely recognized, the understanding of project managers' behaviour in sustainability projects is limited. We examine project champions who act without hierarchical and authoritative power as environmental leaders and drive sustainability-related changes in the mindsets of actors and in city administration. Based on longitudinal action research, we elaborate on the practices and characteristics of project champions in initiating and advancing the circular economy in a city organization. Our study contributes to the intersection of research on project champions and environmental leaders by increasing the understanding of the ways through which champions develop their potency to promote sustainability in the course of the project. [ABSTRACT FROM AUTHOR]

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 configuration in which project portfolio and project actors come together in four patterns: top-down influence, transactional exchange, pooled leadership, and co-leadership. This configuration reveals integrated leadership units, the possibility of senior managers to both constrain and channel project manager contributions, and a wider variety of leadership patterns in horizontal and vertical relationships. These insights offer a more comprehensive account of distributed leadership that contributes to the development of leadership capacity in projects. [ABSTRACT FROM AUTHOR]

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 boundary condition through which team mindfulness promotes project team performance. Data were collected through a time-lagged survey from Pakistani employees (N = 379). The data supported the proposed model revealing that team mindfulness enhances team cohesion among employees, which increases project team performance and effective team leadership moderates this relationship. This study has identified the team-level factors that can be used by project managers to increase project team performance. [ABSTRACT FROM AUTHOR]

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 troubled IT projects is proposed. Control and transformational leadership behaviors are hypothesized to affect different recovery processes and through these processes affect project success. A survey instrument based on previously validated theoretical constructs from the IT troubled projects and leadership research was used to gather data from project managers, team members, and project sponsors. The results indicate strong support for the proposed model. Implications for practitioners and researchers are suggested. [ABSTRACT FROM AUTHOR]

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 mechanism of project team members’ emotional exhaustion. Additionally, the moderating role of project team members’ emotional intelligence (EI) between despotic leadership and emotional exhaustion is also examined. Data were collected from the project-based employees working in telecommunications organizations (n = 250) using a time-lagged survey in three waves. The result indicates that despotic leadership has a significant negative influence on project success, and emotional exhaustion partially mediates this relationship. Moreover, conforming to a rare line of inquiry that there is a dark side to being emotionally intelligent, our findings show that the effect of despotic leadership style on emotional exhaustion is stronger when a project team member is highly emotionally intelligent. We discuss the theoretical and practical implications of these findings. [ABSTRACT FROM AUTHOR]

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 abilities of the standards required to support successful project delivery into the future. A new conceptual model is presented offering a set of six propositions whereby professional associations mediate the relationship between project management personnel and employers. The article advances understanding of career ecosystems theory and the new psychological contract via application to a new domain of project management. Practical implications and future research opportunities are also discussed. [ABSTRACT FROM AUTHOR]

Despite the growth in research on the impact of school administration on educational improvement in the past 10 years, the characterization of the identity of school principals is a controversial, pending issue. In this study, we set out to undertake this characterization from a dialogic perspective by tracking four expert principals over the course of one academic year. Via a longitudinal design with multiple case studies, we analysed their repertoire of positions and their variations. The instruments included a reflective journal, interviews based on the self-confrontation method and a discussion group. Our results indicate not only that the principals share their positioning as promoters of learning and project managers when dealing with professional events but that dialogue among internal and external voices enables them to deal with the conflicts and tensions among positions constructively. We conclude that principals' professional identity can be developed through conscious, strategic reflection on the positions they take within the context of their professional activity. [ABSTRACT FROM AUTHOR]

Artificial intelligence (AI) technologies are rapidly developing these days and are expected to impact the field of project management on multiple levels; however, there remains a high level of uncertainty regarding the effect that AI might have on project management practices. This article aims to address this topic based on a Delphi study with a panel of 52 project management experts who reflected on future potential AI applications for the project management Knowledge Areas. The article provides a visionary perspective that can be further translated into practical solutions in the near and far future to improve project management practices. [ABSTRACT FROM AUTHOR]

This article introduces the consumer job journey as a more holistic perspective by which to understand consumption journeys undertaken to acquire and use goods and services. It aids scholars and managers by helping make evident some key consumer decisions and behaviors that otherwise would be invisible. Four tenets lay the foundation for the concept of a consumer job journey, establishing some key differences relative to a traditional perspective on consumption journeys. A consumer job journey involves a sequence of goal-directed steps (and associated evaluative criteria) in pursuit of an overall job and the consumer actions directed by these steps to acquire, assemble, and integrate market and nonmarket resources. Propositions highlight the consumer's role as an active project manager who continually adapts their resource configuration given job journey goal priorities, psychological tensions, and disruptions. In combination, the tenets and propositions highlight both research gaps and unique managerial implications. [ABSTRACT FROM AUTHOR]

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. The resulting models were validated in four innovation projects. This process also revealed recurring patterns of how projects deal with high levels of uncertainty. The heightened awareness of uncertainty levels of project tasks, combined with four fundamental task execution strategies, has a significant impact on project managers’ decisions. [ABSTRACT FROM AUTHOR]

In "The Dark Side of Environmental Sustainability in Projects: Unraveling Greenwashing Behaviors", He et al. (2021) discuss greenwashing behaviors in projects. We decided to press forward because we wanted to foster research on the dark side of projects and increase awareness of this emerging and relevant branch of research in project studies, as well as the very extent of the dark side in project practice. For instance, construction projects employ modern slaves (Amnesty International, 2021; Gulf News, 2019; Pattisson et al., 2021), are involved in corruption scandals (Lehtinen et al., 2022; Olken, 2007, 2009), and are sometimes used for money laundering (Locatelli et al., 2022). With this editorial, we introduce the special issue resulting from the call for papers: "The Dark Side of Projects: Uncovering Slavery, Corruption, Criminal Organizations, and Other Uncomfortable Topics.". [Extracted from the article]

R&D projects in small biotechnology firms frequently involve knowledge from multiple technical fields and research in different problem domains. An increase in project knowledge scope, defined as the number of technical fields an R&D project covers, can be challenging for resource‐constrained small firms. These firms often rely primarily on their principal investigators (PIs), who act as heavyweight project managers in guiding project ideas to successful R&D outcomes. PIs also work concurrently on multiple projects, a strategy to promote learning across projects. To better understand how small firms PIs manage projects with high knowledge scope, our research assembles and analyzes a data set of 1374 R&D projects conducted by 933 small firms in the context of U.S. Small Business Administration awards. Results, after accounting for endogeneity, suggest a negative association between project knowledge scope and project success, which we measured using patent forward citation counts. We also find that a PI's multiproject status negatively moderates (i.e., amplifies) this association, while project management experience positively moderates (i.e., weakens) it. A follow‐up post hoc analysis suggests that a shared problem domain is a key contingency for the moderation effects of both multiproject status and project management experience. Taken together, our research offers insights on how to effectively manage R&D projects in resource‐constrained small firms. [ABSTRACT FROM AUTHOR]

By drawing from authors' fieldwork in Egypt, Palestine, and Turkey, this article critically examines perceptions of project-think among civic organizations in the Middle East. As a managerial rationality, project-think has four key components: (a) a prioritization of discrete needs and discrete groups, (b) an orientation toward funding, (c) a focus on short-term and measurable results, and (d) the positioning of nongovernmental organizations (NGOs) as career ladders. Through unpacking these four components, we find that project-think is perceived to contribute to the fragmentation of civil society by fracturing social issues, dividing the NGO sector, isolating organizational energy, and complicating relations between groups. Simultaneously, we demonstrate that, civic actors use various strategies to circumvent the perceived impacts of fragmentation. By mapping these intertwined meanings and experiences of fragmentation and defragmentation, this study contributes to debates concerning the political effects of managerialism among civil society in the Global South. [ABSTRACT FROM AUTHOR]

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 than accentuating work engagement. Additionally, when team members' project identification is high, the servant leadership-work engagement relationship is weakened, whereas the servant leadership-project work withdrawal relationship is strengthened. We contribute to the nascent literature that positions servant leadership as an effective style in the project context. [ABSTRACT FROM AUTHOR]

Remember that MMR is not simply a collection of two or more independent studies; instead, it requires an integrative use of quantitative and qualitative methods in a single study. Misconceptions and Problems in MMR Triangulation is a particular strength of MMR, strengthening the credibility of a study's findings. A sequential MMR study involves more than one phase of data collection, where results from the later phases elaborate, expand, or clarify results from earlier phases. Further, the researcher might wish to link the two studies into a common development, exploring the phenomena with the early study and confirming or expanding the results with a subsequent study. [Extracted from the article]

Students in advertising have always been taught about the big four positions of research, media, account management, and creative. However, other positions should be considered as the field evolves. To better understand evolving agency relationships with creative and account service teams, we interviewed 16 advertising professionals about a fifth career option, project management. This article outlines the tasks, knowledge bases, and roles of project managers based on the industry literature and interviews. We offer advertising educators insights into how to discuss the expanded role of project management as a viable option for students' long-term careers in advertising. [ABSTRACT FROM AUTHOR]

We examined the impact of knowledge-oriented leadership on project success via team cohesion and the moderating role of valuing people and project complexity on this relationship. We collected data from 121 project employees in Pakistan in a two-wave field survey at an interval of 15 days. The results showed a positive association between knowledge-oriented leadership and project success, and team cohesion partially mediated this relationship. Valuing people positively moderated the relationship between knowledge-oriented leadership and team cohesion. Project complexity had a negative but insignificant moderating effect on project success. The theoretical and practical implications of these findings are discussed. [ABSTRACT FROM AUTHOR]

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 approaches among asset managers and project managers working at the Dutch Schiphol Airport. The action-oriented and future-oriented viewpoints are dominant, while the expert input and stakeholder-centric viewpoints are in the minority. Our findings extend the risk management debate by showing that (1) there are various approaches to risk management that have been identified independently from the formal risk management; (2) these approaches cannot be explained by a project actor’s role or objective within the project; and (3) that project actors have a dominant focus on managing complexity-induced risks at the expense of managing other types of risks. [ABSTRACT FROM AUTHOR]

This study examines the influence of project managers' communication behaviors in integrated project delivery (IPD) projects. This study also considers the impact of team-level information sharing on team-level outcomes (i.e., goal alignment, decision quality, process commitment, and project quality). Results indicate that team information sharing was perceived as beneficial, but the effects of project manager communication behaviors were inconsistent. Interaction analyses indicated that project managers' communication behaviors hindered team functioning if teams were already engaging in adequate levels of information sharing. This manuscript contributes to the project management corpus by explicating an integrative model whereby project manager and team-level information-sharing behaviors are modeled simultaneously. [ABSTRACT FROM AUTHOR]

Drawing on social learning theory, this research compared and tested how two distinct mediating mechanisms—collaborative culture and knowledge sharing—influence the servant leadership-project team performance relationship. Survey data were collected from 275 employees representing 70 project teams, and multilevel structural equation modeling was adopted to test the hypotheses. The findings indicated that collaborative culture fully mediates, whereas knowledge sharing does not mediate, the servant leadership-project team performance relationship. These findings reveal collaborative culture as the intervening mechanism that translates servant leadership to project team performance. For project-based organizations, the research puts forth theoretical and practical implications. [ABSTRACT FROM AUTHOR]

Leadership is considered to be a viable solution to avoid persistent project failures in an increasingly volatile and uncertain competitive business environment; however, practitioners and researchers have yet to reach a consensus on the best leadership style to prevent project failure. Although past studies have examined different leadership models in the project environment, they have overlooked the importance of emerging leadership styles in managing new business realities. This article thus attempts to determine whether two leadership styles, that is, contingent reward and empowering, directly and indirectly achieve project success. Data were collected from 289 project team members in the IT sector and analysed using partial least squares structural equation modelling. The results demonstrate the positive impact of empowering leadership on employee self-leadership, which leads to project success. Further, employee self-leadership positively mediates the link between empowering leadership and project success, while goal clarity moderates the influence of self-leadership on project success. However, contingent reward leadership neither directly nor indirectly (through self-leadership) showed any significant relationship with project success. [ABSTRACT FROM AUTHOR]

In the same way computers have changed project management over the last few decades of the 20th century, quantum computers may support complex project management capabilities that are unimaginable for today's project managers. Artificial intelligence (AI) and machine learning (ML) have already found a wide range of business applications, but their impact is only just starting to be seen in project management. John Steen 1, Gary Klein2, and Jason Potts3 General-purpose technologies (GPTs), also known as platform technologies, are catalysts for major changes in economic activity. These declining information costs will also enable a new wave of GPTs that will further accelerate the transformation of project management Practitioners and consultants are starting to think about how AI might be used in project management. [Extracted from the article]

While the effect of power on organizations has been well researched, how power influences behavior in projects is less well understood. Taking a case-study approach and using the Theory of Planned Behavior (TPB), we traced the thoughts of project managers subject to power, particularly those who resisted. We discovered that power bore down on project managers through new injunctive norms, encouraging them either not to resist or eventually to compromise and yield to new norms that changed their experiential attitudes. The TPB brings a new perspective to project management research, illustrating how power affected project managers' behavior and influenced project outcomes. [ABSTRACT FROM AUTHOR]

Based on social comparison theory and organizational justice, this research explores how Guanxi with the horizontal leader (HL) influences coworker turnover intention. We used the snowball sampling method to collect survey data from 203 employees in 22 project teams. Overall, Guanxi with the HL had an indirect influence on turnover intention through perceived distributive justice pertaining to HL identification. Additionally, procedural justice had a negative, cross-level moderating effect on the relationship between Guanxi with the HL and perceived distributive justice. However, the individual-level moderating role of interactional justice was not supported. Theoretical and managerial implications of these findings are discussed. [ABSTRACT FROM AUTHOR]

The impact of behavioral aspects on project success remains an area that requires more attention. Drawing on the social exchange theory (SET), our study tested the mediating role of project citizenship behavior (PCB) in the relationships of all four organizational justice dimensions (i.e., procedural, distributive, informational, and interpersonal justice) with project success. A time-lagged survey of project team members (n = 233) was conducted and analyzed through structural equation modeling (SEM). The results indicate that all four organizational justice dimensions are positively associated with project success, whereas informational justice appears to be the most influential dimension, and that PCB mediates all of these relationships. Project managers/ sponsors should enact organizational justice and enhance project citizenship to achieve project success. [ABSTRACT FROM AUTHOR]

Trust in project teams has been found to lead to positive project outcomes. However, the role of project managers in facilitating development of trust in projects is not well-understood. This article addresses this by exploring mechanisms to facilitate the development of interactional and institutional trust and explicating the interplay between those mechanisms. Drawing on longitudinal data from an organizational change project, findings suggest that to facilitate trust development, project managers must concurrently exercise four practices: preaching, involving, sympathizing, and adhering. Simultaneous and tailored application of the first three practices affects in-teractional trust; the latter not only fosters institutional trust but is also a necessary filter for the dynamics of interactional trust. [ABSTRACT FROM AUTHOR]

Project managers commonly adopt suboptimal work plans, even when optimal plans are readily accessible. This research identifies a factor that elicits this seemingly irrational behavior: the perceived complexity of the optimal work plan, as reflected in the plan’s Gantt chart representation. Four controlled experiments show that among experienced project managers presented with a work plan explicitly stated to be optimal, those who view a low-complexity plan are more likely to adopt the plan compared with project managers who view a high-complexity plan. Work-related stress triggered by exposure to the work plan is shown to mediate the effect. [ABSTRACT FROM AUTHOR]

Professions are undergoing a significant change in how they integrate environmental and social objectives into their core values. This article examines the situation in which those working in the project management profession are expected to work under contradictory sustainability constraints. In this article, we investigate the tensions project managers experience when addressing sustainable objectives. Results show that when tensions arise over sustainable objectives (temporality of objectives, organizational barriers, and lack of control), they are addressed only when anchored to an economic one in the form of a business case for sustainability. We also find that when matching traditional project objectives with sustainable ones is not possible, practitioners enact a set of reactions characterized as greenwashing, it can't be one person, no space for sustainability in my job, other actors involved, or pushing back, depending on the specific project context. Adopting the paradox theory lens, we provide an alternative approach to the business case for sustainability. The practical contribution of this article lies in suggesting the need to find strategies to embrace paradoxical situations and we provide some suggestions to illustrate this. [ABSTRACT FROM AUTHOR]

Complexity is considered one of the hallmarks of megaproject failure; however, no common definition of complexity in the megaproject context exists in contemporary literature; particularly in developing countries. The present study explores the definitions, characteristics, and strategy to respond to the complexity of megaprojects in developing countries. An exploration of normative theories and a systematic literature review were performed to investigate the concept of complexity. This study proposes the definition of complexity as a "challenge" for entities—including project managers—in megaproject management. This definition extends to encompass both positive and negative challenges, offering a more balanced perspective on the causes of failure in addition to the sources of opportunities for innovation. We determine the aspects of megaproject complexity associated with structural and social factors of interrelatedness, nonlinearities, and emergence. This study proposes a formal definition, clarifying the characteristics of complexity and synthesizing strategy themes that respond to megaproject complexity. This resulting study provides insights for both megaproject researchers and professionals. [ABSTRACT FROM AUTHOR]

When collaborative project delivery models such as integrated project delivery (IPD) combine project resources, share decision-making rights, and distribute risk-and-reward among participants, the project can be conceptualized as a common-pool resource scenario. Multiple project appropriators have contractual rights to withdraw units from the shared resource system (i.e., the project budget). This theorization suggests project managers avoid the tragedy of the project by crafting effective self-governance structures in the face of pluralism. Using IPD as an example, this article suggests these project governance structures reflect Ostrom's design principles for the successful governance of long-enduring common-pool resource scenarios. [ABSTRACT FROM AUTHOR]

Global firms often attempt to utilize modular product architectures to ease the distribution of project work among subsidiaries. However, empirical findings on the effectiveness of this approach are mixed. Seeking to clarify this matter, we investigate the conditions under which modular product platform use is associated with cross‐subsidiary distribution of project work. Through an in‐depth case study of a global corporation, we find that a firm's ability to leverage modular product platforms for distributing project work is positively associated with project interface match (i.e., the extent to which meeting the requirements of a derivative project does not entail modifications of the interfaces embedded in the firm's modular product platforms). However, this association is attenuated, and eventually muted, by the project technical manager's related technical experience (i.e., the manager's personal experience with the technical solution addressing a focal project's customer requirements). Such attenuation effect originates because lower levels of project interface match do not necessarily imply greater expected project coordination effort. Such expectation is reduced to the extent that the technical project manager has related technical experience. Triangulation of qualitative insights from four embedded cases with a proprietary database of 97 projects supports our contention. These findings contribute to the literatures on product and organizational modularity, distributed work, and project management. [ABSTRACT FROM AUTHOR]

This study examined the effects of job crafting on the work meaningfulness and work engagement of project participants of different ranks. Although previous research has shown that job crafting affects employees’ work outcomes, this topic is under-researched in project management settings. Our findings indicate that work meaningfulness partially mediates the relationship between job crafting and work engagement in the case of project team members and fully mediates it in the case of project managers. They suggest the necessity to apply different means to influence productive project behaviors of the two groups studied. These may include, in particular, changing the approach to job design of project team members and focusing on team job crafting work to build more opportunities to job craft. [ABSTRACT FROM AUTHOR]

This study examines changing team cognition and cognitive artifact use as agile software development iterations progress to better understand team member interactions. The four case studies conducted observed the distributed cognition on the team changing from planning, managing, developing, and concluding tasks in iterations to deliver working functionality. Cognitive artifacts used throughout the iteration also changed. This study provides a clearer understanding of how and when team cognition and artifact use change as agile software development teams use artifacts to manage projects. Interactions between team members and artifacts move from individual to social interactions as the iteration progresses with frequent, short, continuous communication and interactions. [ABSTRACT FROM AUTHOR]

Researchers have not studied the human side of project managers thoroughly. Decision-making mechanisms lie not only in technocratic knowledge but also in practitioners' inner cultures and personal lifestyles. Highlighting the human (f)actor behind the strategic decisions made in projects reveals a new path for analyzing project managers. This article applies Bourdieu's practice theory within the field of project management through a qualitative study into 17 successful and experienced Greek project managers. The results exhibit the common social characteristics of successful project managers and suggest that project managers must be viewed from a sociological perspective as well. [ABSTRACT FROM AUTHOR]

Through formal control and social control, technology platforms can acquire the information knowledge needed for ambidextrous learning of engineering project team, but whether technology platforms influence ambidextrous learning of engineering project team through the intermediary role of ambidextrous control (formal control, social control) is still lack of theoretical and empirical support. In order to explore the influence of the co-use of technology platform and ambidextrous control on the ambidextrous learning of engineering project team, this paper constructs a theoretical framework between the performance of ambidextrous control (formal control, social control) and different types of technology platform (BIM, AI, VR, AR, MR) and different types of learning (exploratory learning, exploitative learning). A questionnaire survey was conducted among 210 project managers. AMOS22.0 and bootstrap software were used for analysis and test, SPSS22.0 was used for hierarchical regression analysis, the results of hierarchical regression analysis show that formal control, social control and the balanced use of both have significant positive correlation with the ambidextrous learning and balanced use of ambidextrous learning of engineering project team. Formal Information Technology Platform (BIM) and Informal Information Technology Platform (AI, VR, AR, MR) have significant positive effects on the ambidextrous learning of engineering project team. The balanced use of formal Information Technology Platform (BIM) and informal Information Technology Platform (AI, AR) has significant positive effects on the ambidextrous learning balance of engineering project team. Formal control and social control mediate the positive correlation between information technology platform (BIM, AI, VR, AR, MR) and ambidextrous learning of engineering project team. In addition, information technology platform (BIM, AI, VR) regulates the impact of formal control and social control on learning (exploratory learning, exploitative learning). Generally speaking, different types of technology platforms and ambidextrous control strategies are still effective for the ambidextrous learning and balance of engineering project team. [ABSTRACT FROM AUTHOR]

Global information technology projects are risky with failure rates for customer relationship management information technology (CRM IT) projects estimated to 70 percent. These failures are often due to multiplicity of factors including poor risk management. The project management literature points out four broad types of risks: technical, external, organizational, and other risk factors. Project manager's basic job, therefore, becomes to manage the risks and ensure that an IT project is steered to completion while meeting the objectives. Unmanaged risks run into chances of failure and ultimately impacting the CRM project and the reputation of the consultant. Payne and Frow's (2005) advocates the need for a structured study on the information technology implementations of these projects. The objectives of the study are to investigate: how project risks in CRM- IT implementations impact the final outcome and how the risk management process adopted by the IT project manager impacts the final outcome of the project. The research was conducted administering questionnaire to 135 project managers. It was found that project risk impact cost, time, and technical performance and risk management process impacts planning, support of customers as well as top management. [ABSTRACT FROM AUTHOR]