Tackling Tensions Between Project Owner and Project Manager in Benefits Realization of Public Projects: A Paradox Perspective

Abstract

The project owner and manager are responsible for project benefits realization and project delivery, respectively. While the project owner and manager are of close interdependence, they face paradoxical tensions. This poses significant challenges for project benefits realization. Thus, in this article, we aim to explore the evolution of paradoxical tensions between the project owner and manager in public projects. Qualitative research is drawn with 22 interviews (13 individual and 9 group interviews involving 59 interviewees) and 3 real-life cases. This research presents a paradox framework that encapsulates owner–manager tensions at three project phases, coping strategies, and the resulting tension dynamic cycle (i.e., vicious cycle or temporary balance). This study extends project management literature by revealing multiple-phase and dynamic tensions between the project owner and manager from the paradox perspective and proposing strategies to address tensions for project benefits realization.