Showing papers in "International Journal of Project Management in 2018"

TL;DR: In this article, a systematic process involving a three-phase word frequency analysis, cluster analysis, and a search on potential research topics helps to provide enough potential articles related to PPP research and reduce arbitrariness and subjectivity involved in the research topic analysis.

TL;DR: In this article, the authors present theoretical ideas on how to further conceptualize the interorganizational dimension in line with recent developments in the field of managing inter-organizational relations.

TL;DR: Project organizing is a growing field of scholarly inquiry and management practice as discussed by the authors, and there has been a greater interest in different kinds of scholarly enquiry in the field of project organizing.

TL;DR: In this article, a theoretical model explains public-private partnership (PPP) project performance as the result of a mediation process, where both economic incentives and hierarchical relationships formalized in contract agreements require being internalized in working practices by means of informal and socially based mechanisms.

TL;DR: In this article, the authors present the results of a comparative study in three Western economies: Germany, Norway, and Iceland, measuring projectification as the share of project work on total work.

TL;DR: In this paper, the authors suggest that the problem areas attached to these projects stretch beyond technical issues: they must be considered as socio-technical endeavours embedded in complex institutional frames, and they suggest that studying how to deal with institutional differences in the environment of megaprojects has both theoretical and practical implications.

TL;DR: In this article, a new conceptualization of the project-oriented organization is presented, which is conceptualized as an entrepreneurial, future-and stakeholder-oriented innovating organization, which uses projects as temporary, task-focused organizations, to define, develop, and implement its strategies, to transform its structure, culture and behavior, and to define and develop new products, services, and business models.

TL;DR: An unequivocal, direct and positive statistical association between project complexity and delays and overspending is found and it is shown that team-level absorptive capacity is critical for successful project management, but also that absorptive Capacity can only partially offset the harmful impact of project complexity.

TL;DR: In this paper, the authors proposed that integrated management of construction risk and stakeholder is feasible and can promote the effectiveness of both risk management (RM) and stake holder management (SM).

TL;DR: In this paper, the authors examined whether leadership styles mediate the link between the emotional intelligence (EI) of authorized leader and four collaboration satisfaction outcomes perceived by other participants in an integrated team: performance contribution satisfaction, efficiency satisfaction (ES), relationship satisfaction (RS), and interests satisfaction (IS).

TL;DR: In this article, the effects of uncertainty on the supplier's opportunistic behavior and the moderating effects of contractual complexity are examined, using data from 220 owners and general contractors in the Chinese construction industry.

TL;DR: In this paper, a survey of 533 working professionals in various industries renders 282 usable responses or a response rate of 53.91% indicating that both IT governance and project governance have a positive impact on project performance.

TL;DR: In this paper, the authors analyze the patterns of previous empirical studies on change program management and their theoretical foundations, identifying and summarizing proposals to guide future program management research, and reveal three main themes of ongoing research: managing over the change program lifecycle, managing programs in their context, and program managers' capabilities.

TL;DR: In this paper, the authors propose a theoretical model suggesting that project managers should consider contingent variables to differentiate managerial conditions of regulation from manager conditions of emergence in a non-deterministic project management paradigm.

TL;DR: Based on goal setting theory, three studies are presented to develop and validate a scale to measure effective target benefits, comprised of three dimensions - specificity, attainability, and comprehensiveness, that can be used by senior managers to assess proposed projects' target benefits.

TL;DR: In this article, the authors provide an agenda for further practice-based research in Project Portfolio Management (PPM), including its discursivity, representation, dynamic capabilities, leadership and materiality.

TL;DR: In this paper, the authors developed and tested a model of the relationship between entrepreneurial orientation and project success in Brazilian context, and the results suggest that practices of project management can be aligned to the firm's entrepreneurial orientation to enable firms to attain better results in their projects and generate a competitive advantage.

TL;DR: In this article, a framework for understanding the interaction between person-centered leadership by project managers and team-centered leader by individuals in the project team is developed, which builds on Archer's Realist Social Theory and its morphogenetic cycle.

TL;DR: In this article, the authors investigate how the project uncertainty influences project performance through collaboration and opportunism, and find that higher level of project uncertainty leads to collaboration, whereas opportunism acts as a barrier against it.

TL;DR: In this paper, the authors examined the relationships between emotional intelligence, trust, and performance through multilevel analysis and found that emotional intelligence relates positively to performance and to trust at different levels of analysis.

TL;DR: In this paper, the authors explored risk awareness and risk management practices underpinning maintenance partnership formation by means of a dual case study of two PPP projects and a short industry survey.

TL;DR: A bibliographic meta-network analysis for the most cited classic texts in five selected management theories as a reference group is conducted and several key features in the current MPM studies are identified.

TL;DR: Li et al. as discussed by the authors introduced the reciprocal preference theory to analyze the risk-sharing ratio most suitable for the government, and an optimal incentive mechanism was established to guarantee the project's income.

TL;DR: In this article, the authors explore publishing trends regarding HRM and PBO in the main journals in the field of project management to highlight key empirical and theoretical contributions during the period 1996-2016.

TL;DR: In this article, the authors apply theoretical work on project capabilities to the domain of infrastructure project delivery in order to understand how the assembly of project capabilities in temporary interorganisational settings contributes to the delivery of operational outcomes.

TL;DR: In this article, the authors analyze decisions as evaluative outcomes regarding project value and show that decision-making extends beyond the time-cost-quality/scope dimensions, with implications for realization post-completion.

TL;DR: Based on the power and contract literature, this article explored the direct and interaction roles of owners and contract mechanisms in improving contractors' cooperative behavior and adopted two dimensions of cooperative behavior, namely in-role and extra-role behavior.

TL;DR: In this paper, the authors suggest the concept of shadows of the context as a substitute for narrow perceptions of "What's in it for me?" and discuss the advantages and disadvantages of a reductionist approach versus a richer and more profound and holistic approach within stakeholder analysis.

TL;DR: In this paper, the authors identify the parameters defining how Lean Construction (LC) is being implemented (current condition) and how LC can be further promoted (future direction) from a Small-Medium Sized Enterprises (SMEs) perspective.

TL;DR: The results of a larger-scale survey confirm that tool usability, task fit and team connectivity contribute to virtual collaboration effectiveness, which affects project management success and team appreciation.