Topic
Project stakeholder
About: Project stakeholder is a research topic. Over the lifetime, 3317 publications have been published within this topic receiving 110056 citations. The topic is also known as: Project stakeholder.
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TL;DR: In this paper, a self-evaluation method was introduced to collect and analyze the data of a project manager's work-role based competencies, which showed a collective view of the most important competencies in project managers' work, which should be considered when recruiting and developing project managers.
53 citations
TL;DR: In this paper, the authors present a review of current literature on ethical theories as they relate to ethical leadership in the virtual business environment (e-ethics) and virtual project leadership.
53 citations
TL;DR: In this article, a survey was conducted amongst a non-probability sample of 48 project team members from amongst a population of 257, comprising project managers, business analysts and IT staff of a medium sized fleet management organisation that is in the process of implementing an entirely new enterprise resource planning system.
Abstract: Orientation: Understanding the relationship between a project sponsor’s servant leadership traits and employee commitment, trust and innovative behaviour. Research purpose: This study aimed to understand the relationship, if any, between a project sponsor’s servant leadership traits of altruistic calling, emotional healing, wisdom, persuasive mapping and organisational stewardship and a project team’s empowerment, commitment, trust and innovative behaviour. Motivation of the study: Most project leadership studies focus on understanding the role and power position of the project manager, with very little research being dedicated to understanding the effect the leadership style has on the project team and project success. Research approach: A survey was conducted amongst a non-probability sample of 48 project team members from amongst a population of 257, comprising project managers, business analysts and IT staff of a medium sized fleet management organisation that is in the process of implementing an entirely new enterprise resource planning system. Main findings: Through inferential statistical analysis, using structural equation modelling and path analysis, it was determined that persuasive mapping has the strongest impact on employee innovative behaviour, followed by employee commitment and trust via the mediator of employee perceived empowerment. Wisdom and organisational stewardship had a negative impact on employee perceived empowerment. Practical/managerial implications: Project sponsors need to exhibit persuasive mapping, altruistic calling and emotional healing traits due to the significant influence that these have on employee innovative behaviour, commitment and trust, albeit through their perceived empowerment. Contribution/value-add: This study contributes to knowledge of leadership, more especially servant leadership and its significance in project management, which knowledge may contribute to project success
53 citations
TL;DR: In this paper, the authors employ an inter-organizational network perspective to the study of unexpected events in international projects, and reveal the different mechanisms through which the local stakeholder relationships affect the emergence and management of international projects.
Abstract: Purpose – While earlier literature has focused on the management tactics of unexpected events, this paper employs an inter‐organizational network perspective to the study of unexpected events in international projects. The paper aims to illustrate how a focal project's local stakeholder relationships are associated with the emergence and management of unexpected events in the context of international projects.Design/methodology/approach – A qualitative, multiple case study of three international projects conducted in challenging institutional environments.Findings – The findings of this paper reveal the different mechanisms through which the local stakeholder relationships affect the emergence and management of unexpected events in international projects. Owing to differences in the amount and quality of local stakeholder relationships, the management, nature and number of unexpected events that are encountered differ from project to project. The findings of this paper reveal a paradox – both the existenc...
52 citations
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.
52 citations