Showing papers in "International Journal of Project Management in 2019"

TL;DR: In this article, the authors report a review on project governance literature to draw attention to the context within which the stakeholders are positioned, to extract their roles and relationships inside and outside of the organization and to develop new avenues for research regarding stakeholders in project governance.

TL;DR: A conceptual model is presented to capture the main barriers to collaboration in BIM-based construction networks and simplifies the knowledge now available for practical applications enabling it to be translated into guidelines and practical instructions on real-life projects.

TL;DR: In this paper, the authors present a literature review and an empirical study of project risk management as a means of creating value, based on interviews, analyzed through qualitative analysis, to unravel the subjective value of Project Risk Management.

TL;DR: In this paper, the influence of stakeholder management on trust in project environments is analyzed and the results show that the relational stakeholder manager influence on the three types of trust is relevant and significant.

TL;DR: This article conducted a case study of the Hong Kong-Zhuhai-Macao Bridge project and found that institutional complexity stems from both external (macro-level) environments and internal actors (micro-level environments), and consists of regulatory, political, social complexity and cultural, evolutionary, and relational complexity, respectively.

TL;DR: A ‘tactical gap’ in the implementation of digital between strategic and operational decision-making needs fine-tuning to ensure better collaboration in projects where digital innovations are adopted.

TL;DR: In this article, the authors focus on the ways that stakeholders pursue influence on projects through their expectation of project value and identify the value-oriented reasons for stakeholders to utilize specific influence strategies.

TL;DR: In this article, an extensive systematic literature review of 770 publications from the period 1993 to 2017 is presented to understand the impact of sustainability on traditional project management practices and how sustainability is embedded in project practices.

TL;DR: In this article, the dynamic nature of complexity-performance relationship by integrating social exchange theory with recent developments in project management research to develop and test a novel framework involving interactive roles of social skills and political skills in software-projects.

TL;DR: In this paper, the authors provide a background and backdrop to the study of the interlinkages between projects and institutions and demonstrate how they are mutually constituting each other, but also point to various problems associated with them and the process in practice, and what problems require particular scholarly attention.

TL;DR: In this article, the Tobit regression model was applied to investigate the interaction effect of governance environment and risk assumed by private partners on private investment in PPP projects in 138 developing countries from 2002 to 2015.

TL;DR: In this paper, the authors demonstrate how public buyers of a tunnel construction project formed a hybrid organization of a multi-party project alliance to respond to institutional complexity and delineate a process of temporary hybridization through which the competing logics of a bureaucratic state, corporate market, and multiple professions were combined within the temporary project alliance organization.

TL;DR: In this paper, the authors present a qualitative research based on a multiple-case study of four major public infrastructure projects in Quebec, Canada, to understand and document governmental practices in order to reflect on them and gain deeper insights about project governance.

TL;DR: A comparative analysis of these approaches through a structured analysis of the project organizations, contractual relationships, and operational systems showed that the operational system is perhaps the most relevant difference between these approaches for their definition as a project delivery system.

TL;DR: Based on a systematic review of the salient literature from multiple disciplines, this article developed a new multi-level conceptual model to advance a holistic understanding of how shared leadership develops and how it may impact individual, team, project and wider organisational performance.

TL;DR: Zhang et al. as mentioned in this paper investigated how knowledge hiding influences project team performance through team learning and the contingent roles of project-based work attributes (i.e., cross-functionality and team stability).

TL;DR: The notion of “temporal boundary spanning” is introduced and the key role of project management in resolving temporal tensions among partners participating in interorganizational projects (IOPs) is highlighted, and a practice-based theory is inductively developed that identifies three main practices used to resolve the central temporal tensions observed in the studied IOPs.

TL;DR: In this paper, the authors apply a neo-institutional lens to investigate how project actors who plan and implement large-scale infrastructure projects respond to community resistance in their attempt to legitimize and embed these projects in their environment.

TL;DR: In this article, the authors used an action research approach combined with participant observation, document analysis, and interviews with participants to study stakeholder engagement in co-creation sessions at the front end of a Dutch infrastructure development program and found that the client intended to realize a value (value-for-firm) that was competing with market partners' values.

TL;DR: In this paper, the authors explored the activities and strategies of several social actors deployed to initiate and implement an airport public-private partnership (PPP) project in Saudi Arabia, by connecting insights from the PPP and institutional entrepreneurship literatures.

TL;DR: In this paper, a longitudinal exploration and mixed-method approach was undertaken to understand its causal setting and why rework remained an on-going issue for organizations contracted to deliver an asset, revealing that rework was an unpleasant un-surprise that resulted in: (1) project managers ignoring established organization-wide procedures and, at their discretion, amend them to suit their own goals while denouncing the importance of recording and learning from non-conformances; (2) a deficiency of organizational controls and routines to contain and reduce rework; and (3) an absence of an organization

TL;DR: In this article, the authors analyze a city district renewal megaproject, by focusing on the actors' joint activities that contribute to synergetic project processes, solutions and outcomes both tangible and intangible that participating actors find beneficial.

TL;DR: In this paper, a moral or social perspective of values has also been acknowledged in the context of projects, that is, treating values as abstract ideals and beliefs of what is good and right (Rokeach, 1973).

TL;DR: In this paper, the authors tested the moderating role of governance mechanisms (contract governance and trust) on the relationship between quality management practices and inter-organizational project performance and found that contract governance magnifies the positive effect of QM practices on interorganization project performance while the moderation effect of trust is insignificant.

TL;DR: In this paper, the authors argue that value creation is a process which lends itself to interpretation from a narrative perspective, and that the processes of social construction are rooted in language, and they make a distinction between formalised narratives of value on the level of the organisations involved in the project coalition and the anecdotal stories which individuals use to make sense of their own lived experiences.

TL;DR: In this paper, a quantitative deductive approach has been used to collect the data of 318 respondents from 175 software development firms based in Pakistan to investigate the effectiveness of project governance mechanisms in the presence of requirements risk.

TL;DR: This article explored subtle strategies that megaproject teams develop in practice to manage stakeholders external to the project team using a governmentality approach to account for these strategies and found that the effects included job attraction, enhanced job perception as well as the creation of project team brand advocates.

TL;DR: In this article, the authors investigated the effect of motivational climates on collaboration in project teams and found that congruence between performance and mastery climates is positively and significantly related to collaboration behavior in teams.

TL;DR: In this paper, a project management career model for large Chinese construction companies is developed based on an empirical investigation of six large Chinese Construction companies from various sectors, and a quantitative analysis is performed to explore how these competencies dynamically change as position levels rise in the career model.

TL;DR: In this paper, the Service-Dominant Logic (SDF) framework is used to analyse the co-creation of value outcomes in the long-term from a client perspective.