Showing papers in "International Journal of Project Management in 2022"

TL;DR: In this article , the authors investigate job satisfaction and organizational commitment in a permanent organization and person-job fit in a temporary organization as antecedents of employee performance, and further examine how the degree of organizational temporariness moderates these relationships.

TL;DR: In this paper , the authors propose a four-dimensional model of success to assess project plan success, business case success, and green efficacy, along with the shared feeling of key stakeholders.

TL;DR: In this article , the authors explore the causal impact of project management effort on project profitability for varying degrees of project complexity in an engineer-to-order (ETO) project setting.

TL;DR: In this paper , the authors conducted an embedded comparative case study to investigate the mechanisms how stakeholder relationships involving prior ties and inter-organisational governance in the project support its resilience.

TL;DR: In this article , the authors highlight the importance of employees' psychological resources, specifically resilience and mindfulness, to mitigate the detrimental effects of psychological distress on project success and propose directions to minimize psychological distress among project employees and ultimately bring attention to the successful completion of the project.

TL;DR: In this paper , the authors provide a theoretical foundation for success management and describe the implementation and key findings of a successful management process carried out in the context of an IT/IS project by a large multinational company.

TL;DR: In this article , the authors address the current state of theory and practice in our journal through the concept of life cycles and ask the question, "have we have reached our own academic and disciplinary inflection point -where our work has reached a point of diminishing returns characterized by a field in its maturity?"

TL;DR: In this article , the authors use design-oriented research synthesis to systematically study existing empirical evidence related to anti-corruption measures in construction projects, found in management journals across various disciplines.

TL;DR: In this paper , the authors identify the iterative process, self-organizing working groups and dynamic participation as practices through which actors involved arranged and enacted their joint efforts, namely, knowledge creation and progress of innovation.

TL;DR: In this article , the authors investigate the role of formal control mechanisms in coping with the inherent sharing-protecting tension in open innovation (OI) projects and compare their influence with that of contracts, using a data set of 106 new product OI projects in high-technology industries.

TL;DR: In this paper , the authors discuss the transitory nature of organisations by mobilising the concepts of project, program, and portfolio as alternative modes of organizing M&As, and conclude with implications beyond project studies, thereby drafting a project-based theory of the firm.

TL;DR: In this article , the authors adopt a multidisciplinary systematic review and begin by scrutinizing the main topics, theories, and methodologies of project governance research, and elaborate a comprehensive framework with four alternative archetypes: organizational project governance, organizational project governing, institutional project governance and institutional project governing; they identify the practice turn and contextual turn as two promising shifts for conceptualizing the governance phenomenon as an ongoing process interacting with a broader societal context.

TL;DR: In this article , the authors investigate and discuss the mechanisms applied by private financiers of infrastructure projects to protect their returns on investment, including asset and risk diversification portfolio strategies.

TL;DR: In this article , the authors provide new insights into the benefits realisation management debate through its novel approach of linking agile, BRM and project success, and identify twelve principles to facilitate agile BRM, and ultimately improve project success.

TL;DR: Wang et al. as discussed by the authors examined the mediating role of knowledge hiding in the linkage between project complexity and project performance as well as the contingent role of informal mechanisms (i.e., trust).

TL;DR: In this paper , the authors investigate how sensemaking and sensegiving alternate within an acquisition program during ten Indian acquisitions and highlight how sense making and sense giving interface and blend across different projects to build shared meaning and maintain business continuity.

TL;DR: In this paper , the authors explore the relationship between shared vision and value co-creation, and the main factors that moderate it from the perspectives of clients and main contractors, and reveal that shared vision can improve value-creation and that its influence is moderated by requirements risk and dysfunctional competition, which serve as environmental and institutional factors.

TL;DR: In this paper , the authors examine the experience of implementing agile practices within project management through nine agile teams in the financial services sector, and propose a framework describing how IT project teams experience accountability arrangements when transitioning into agile practices.

TL;DR: In this paper , a process-oriented framework is proposed to define and measure the performance and success of megaproject development phase, which focuses on convergence in terms of project representations and stakeholders' volition.

TL;DR: In this paper , the authors contribute to the project stakeholder engagement discourse and normative stance of stakeholder theory concerning the role of local communities and examine the ways in which inclusion can provide a response to the sustainability challenges of major projects.

TL;DR: In this article , the authors take the perspective of a government agency, conducting a strategic initiative to increase cost-efficiency in their portfolio of construction projects, using an action research approach to investigate the dynamics of the initiative and the implementation of resulting actions to achieve lasting change towards cost efficiency.

TL;DR: The authors argue that project management for grand challenges is a promising land of “push-the-envelope” portfolios that can help overcome these two blind spots, regain relevance, avoid anomia, and revitalize theory and practice.

TL;DR: In this paper , the authors suggest that researchers need to assure their work can be tested and is based on relativism, and add research constraints on simplicity, readability, and exhibits.

TL;DR: In this paper , the authors argue that project organizing is both goal-oriented and emergent through temporal structuring, and they propose the concept of project narratives as a form of future-perfect-thinking by which end states are articulated and resources are mobilized to achieve those desired end states.

TL;DR: In this paper , a generic six-criteria model is suggested, which covers project success on three analytical levels, from various valuation perspectives, and intended and unintended impacts alike, and is used to evaluate 34 projects some years into their operational phases.

TL;DR: In this paper , a qualitative field study of an interorganizational program designed to help transform the Dutch healthcare system was conducted, and the authors identified three practices of context navigation that actors used to integrate the program into multiple parent organizations and address emerging incongruencies among contexts.

TL;DR: In this article , a conceptual framework for studying power relations and strategic practices in interorganizational change projects is developed, which sheds light on the long-term effects of strategic change projects.

TL;DR: In this article , a review of existing project management works that have included mindfulness theory and categorize them into six main research themes: high reliability, change and innovation, agility and flexibility, routine-based behaviours, individual and team regulation, megaprojects, and self-regulation.

TL;DR: In this article , the authors explore governance mechanisms that underline the relationship between principal and agent and how this relationship is impacted by the alignment of organisational tools and methods in collaborative project delivery models.