International Journal of Managing Projects in Business最新文献

{"title":"Project risk management in practice: the actuality of project risk management in organizations","authors":"Pelle Lundquist Willumsen, Josef Oehmen, Hani Mike Rae Selim","doi":"10.1108/ijmpb-09-2023-0214","DOIUrl":"https://doi.org/10.1108/ijmpb-09-2023-0214","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>This paper explores how risks are managed in project practice beyond formalized risk management processes by applying the lens of actuality research to project risk management.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>The paper follows a qualitative multimethod research approach utilizing literature review, interviews, observations and document analysis. The paper is based on three case studies and one interview study in project organizations facing green transition challenges.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>Little work exists to reveal how risk management is actually done by project practitioners, and why. Few studies report on contextual variation and consider confounding factors beyond a “one size fits all” formalized explicit risk management process, despite ample evidence that risks are managed outside the formal process. The study documents that informal and/or implicit risk management activities add significantly more value.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>The paper contributes a literature review of research into the actuality of project risk management, a sense-making framework of how risks are managed in practice beyond the formal, explicit risk-management process by including informal and/or implicit risk management activities, an empirical study of risk-management practice highlighting that informal and/or implicit risk-management activities dominate in practice, a discussion of why risks are managed outside formalized, explicit process and a research agenda to enable the design of impactful project risk-management practices.</p><!--/ Abstract__block -->","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":"30 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2024-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141882127","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Developing project-based supplier relations in a programmatic multi-project context: an exemplary case study from the construction industry","authors":"Gijsbert van de Waerdt, Leentje Volker, Lynn Vosman, Hans Voordijk","doi":"10.1108/ijmpb-09-2023-0222","DOIUrl":"https://doi.org/10.1108/ijmpb-09-2023-0222","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>The aim of this research is to explore how a programmatic multi-project context influences project-based firms (PBFs) in organizing their relations with other PBFs and suppliers in a project-based industry.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>A multiple case study research is conducted. Data are collected from two case studies in the construction infrastructure sector. Eleven interviews with contractors and other suppliers are the primary source of data collection. The data are complemented by procurement documents and expert consultations.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The findings show that within a programmatic multi-project context, PBFs settle relations with (1) key partners for program management capacity, PBFs establish relations with (2) main contractors to divide projects and (innovation) tasks, and PBFs intensify relations with (3) suppliers to ensure continuity and expertise.</p><!--/ Abstract__block -->\u0000<h3>Research limitations/implications</h3>\u0000<p>The study contributes to the body of project management literature by exploring PBF’s relations with other PBFs and suppliers in a multi-project context. Based on empirical data, the study provides a distinction in layers presenting distinct levels of PBF’s supplier relations. This layer structure provides an excellent starting point for future studies exploring the program perspective of PBFs in the integrated supply chain.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>Given the increase in programmatic multi-project context for project-based domains, discussed in both literature and practice, this study explores the effect of programs on relations of PBFs with other PBFs and suppliers. The study distinguishes PBF’s relations with the different suppliers in three layers and discusses the characteristics of these relations.</p><!--/ Abstract__block -->","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":"44 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2024-07-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141864343","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Exploring the impact of absorptive capacity to navigate the challenges of uncertainty in digitalization projects","authors":"Bertha Joseph Ngereja, Bassam Hussein, Carsten Wolff","doi":"10.1108/ijmpb-01-2024-0013","DOIUrl":"https://doi.org/10.1108/ijmpb-01-2024-0013","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>This research fills a gap in digitalization project studies by exploring them through the lens of organizational learning. It investigates the impact of uncertainty on digitalization project success and the role of absorptive capacity.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>A mixed-methods approach is adopted, incorporating qualitative and quantitative analyses. The qualitative part assesses how uncertainty affects digitalization project success, while the quantitative side explores absorptive capacity as a mediating factor between adaptability to uncertainty and project success.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The qualitative results uncover challenges facing digitalization projects under uncertainty and suggests coping strategies at individual, project, and organizational levels. Quantitative results show that both potential and realized absorptive capacities significantly mediate the link between adaptability to uncertainty in the environment and project success.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This research offers new insights into digitalization project studies, merging organizational learning theory with a mixed-methods approach. It highlights how uncertainty and absorptive capacity influence digitalization project success.</p><!--/ Abstract__block -->","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":"62 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2024-07-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141770761","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Project success factors for leadership practices and communication: challenges in the construction sector","authors":"Ashok Rehan, David Thorpe, Amirhossein Heravi","doi":"10.1108/ijmpb-12-2023-0279","DOIUrl":"https://doi.org/10.1108/ijmpb-12-2023-0279","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>The study examines the project success factors for leadership behavioural practices and communication impacting project success, providing empirical evidence to address the challenges in the digitalized environment in the Australian construction sector.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>A quantitative approach was employed to collect survey data from 109 project managers and followers (project engineers, supervisors, team members, and senior managers) with diverse project management experience in the construction sector. An exploratory factors analysis/multivariate regression/relative importance index/<em>t</em>-test was used to identify the key project success factors and validate the study's results.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>Data analysis identified four key project success factors: (1) Relationship Management, (2) Leading by Example, (3) Self-Management, and (4) Effective Communication, along with seventeen “behavioural practices attributes” impacting project success positively and significantly and emphasizing inclusiveness, relationship building, self-feedback objectivity, sharing information, collaboratively resolving disputes, and controlling emotions that significantly impact project success.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>The study's results will address the industry's challenges in the complex digitalized environment and specific issues experienced in the construction industry: delays and inefficiencies, supply chain management, communication barriers with multicultural workforce and safety protocols implementation, regulatory and safety compliance, infrastructure demands, skills shortages, sustainability, and new technology adoption to achieve project success.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>The quantification of research findings, employing an innovative approach, underscores the distinctive nature of this study. The key success factors will help formulate innovative practices using stakeholder analysis, communication plans, conflict resolution strategies, promoting collaboration, safety leadership, providing cultural awareness, and enhancing the decision-making process to face challenges in the construction sector.</p><!--/ Abstract__block -->","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":"1 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2024-07-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141740083","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Navigating the future of megaprojects sustainability: a comprehensive framework and research agendas","authors":"Yongkui Li, Mengqi Wang, Giorgio Locatelli, Yueran Zhang","doi":"10.1108/ijmpb-02-2024-0027","DOIUrl":"https://doi.org/10.1108/ijmpb-02-2024-0027","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>Megaprojects can play a crucial role in achieving Sustainable Development Goals (SDGs) and tackling Global Challenges. However, they are often criticized for their massive resource consumption, poor cost/time performance and significant social-environmental impacts, including irreversible environmental damage. This study aims to chart the evolution of research on megaprojects sustainability and to offer a roadmap for future developments.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>This study adopted a systematic literature review (SLR) to identify emerging themes and gaps. This study follows a three-step process of planning, conducting and reporting, based on the Tranfield approach. The overview of megaprojects sustainability research was captured through bibliometric analysis. In addition, content analysis was carried out to reveal the development of this field and get an insight into the future directions towards sustainability transition.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>This study provides a longitudinal, in-depth analysis of megaprojects sustainability studies. Drawing on sustainability science and project management theories, we introduce a three-dimensional analytical framework consisting of sustainability, scope and stakeholder. This framework explains the evolution of megaprojects sustainability research from sustainability of megaprojects, to sustainability for megaprojects and then to sustainability by megaprojects. Three future avenues are proposed: (1) SDGs orientation at multi-level; (2) scope enlargement at temporal and spatial scales and (3) inclusive development for stakeholders.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This research contributes to the literature by providing a comprehensive and forward-looking analysis of megaprojects sustainability research. The framework and three research agendas provide a comprehensive picture of megaproject sustainability research; the agenda for future research is intended to inspire more studies and disruptive actions towards sustainability transition.</p><!--/ Abstract__block -->","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":"45 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2024-07-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141740084","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"A clash of clans: an empirical study of conflicting institutional logics and their impact on megaproject collaboration","authors":"Anna af Hällström","doi":"10.1108/ijmpb-09-2023-0203","DOIUrl":"https://doi.org/10.1108/ijmpb-09-2023-0203","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>Managing megaprojects is challenging due to their inherent complexity and uncertainty. Collaborative project delivery models have been introduced as an alternative to traditional project management in public infrastructure megaprojects and are often realized through collaborative contracts. These project organizations act as institutional arenas for logic interaction as actors with differing institutional backgrounds interact within the project. This paper aims to study the delivery phase of three megaprojects through an institutional lens, investigating the institutional interaction and alignment of logics therein.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>A multiple case study was employed to reach deep insight into the phenomenon. Sixty-one interviews were conducted over 3 cases with representatives from all levels of the project hierarchy. Respondents were selected through snowball sampling. In two cases, observations of the shared project office were conducted. Data analysis built on first-order codes and second-order themes, collected into a theoretical framework.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The empirical evidence demonstrates the dynamics shaping institutional logics and gives evidence for changing logics in projects with a well-applied collaborative contract. However, there is a risk of resistance and a return to traditional logics since institutional change is slow and an unsuitably applied collaborative contract can lead to adherence to the conventional way of work.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>Current research has focused on the regulatory framework and procurement phase of such models, but little attention has been given to the delivery phase and the interaction of conflicting logics. This paper can serve as an exemplar of the different logics found within public infrastructure projects and their interaction and alignment. Contributions include a heightened emphasis on the start of the project as a meeting point for differing institutional logics and the role change necessary when using a collaborative contract.</p><!--/ Abstract__block -->","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":"32 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2024-07-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141575047","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The interplay of team-level leader-member exchange and artificial intelligence on information systems development team performance: a mediated moderation perspective","authors":"Ahsan Ali, Xianfang Xue, Nan Wang, Xicheng Yin, Hussain Tariq","doi":"10.1108/ijmpb-11-2023-0253","DOIUrl":"https://doi.org/10.1108/ijmpb-11-2023-0253","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>The aim of this study is to investigate how team-level leader-member exchange (LMX) and the instrumental use of artificial intelligence (AI) by team members influence team psychological empowerment and information systems development (ISD) team performance.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>A survey approach was employed to collect time-lagged, multi-source data for testing the proposed model of this study (<em>N</em> = 514 responses from 88 teams). PROCESS macro was used to analyze the data to generate empirical results.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The results suggest that instrumental AI use indirectly influences ISD team performance by enhancing team psychological empowerment. Additionally, it moderates the effects of team-level LMX on team psychological empowerment and ISD team performance. Furthermore, the results demonstrate that the interaction effect of LMX and instrumental AI use on ISD team performance is mediated by team psychological empowerment.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>While research on ISD consistently demonstrates that teams, data, and technology collectively contribute to the success of these projects. What is less known, however, is how the exchange relationship between ISD teams and their leader, as well as technological factors, contribute to ISD projects. This study draws on LMX theory to propose how team-level LMX and the instrumental use of AI by team members influence team psychological empowerment and ISD team performance. The study puts forth a mediated moderation model to develop a set of hypotheses. It offers valuable contributions to AI and LMX, along with implications for ISD team management.</p><!--/ Abstract__block -->","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":"13 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2024-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141511353","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Do nothing, do minimum or do something? Why public project appraisals “always” recommend large projects","authors":"Gro Holst Volden, Morten Welde, Atle Engebø, Bjørn Sørskot Andersen","doi":"10.1108/ijmpb-11-2023-0251","DOIUrl":"https://doi.org/10.1108/ijmpb-11-2023-0251","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>In the project initiation phase, an appraisal is needed to clarify the strategic problem and alternative solutions. Full-scale construction projects and simple solutions (<em>do-minimum</em> alternatives) should be assessed. The <em>do-nothing</em> alternative is the baseline for the appraisal and an option in itself. The paper explores the role of <em>do-nothing</em> and <em>do-minimum</em> alternatives in public project appraisal, which may significantly impact the attractiveness of a construction project.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>The paper presents an empirical study from Norway, which requires external quality assurance (QA) of early project appraisals. The data include an extensive document review of 112 projects and interviews with 41 experts involved in the appraisal processes.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>Of 112 appraisals, 110 recommended a major construction project, including cases where the benefits and value were low or uncertain. The <em>do-nothing</em> alternative was generally included as a reference but not treated as a viable option. <em>Do-minimum</em> alternatives were often not explored. By contrast, the external QA reports recommended <em>do-nothing</em> or <em>do-minimum</em> in 28 cases. Interestingly, although political decision-makers rarely reject projects, they may put them on hold indefinitely, implying that the actual outcome in many cases is still <em>do-nothing</em>.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>The paper addresses a topic that has been understudied in the literature. The findings contribute to the broader literature on project initiation processes, project appraisal and how to reduce the risk of bias and manipulation in appraisals.</p><!--/ Abstract__block -->","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":"40 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2024-05-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141171912","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Evaluating a project management methodology to improve project performance","authors":"Anna Le Gerstrøm Rode, Anne Jensby, Per Svejvig","doi":"10.1108/ijmpb-08-2023-0182","DOIUrl":"https://doi.org/10.1108/ijmpb-08-2023-0182","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>Project management as a field of practice and research is characterized by impressive amounts of normative literature and extensive collections of best practices promising to improve project performance. On the other hand, research proving the effectiveness and efficiency of the proposed tools is limited. Project management methodology (PMM) evaluation is important but complicated and scarce. This paper evaluates a specific PMM designed to improve project performance.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>Based on a multiple, embedded and comparative case study the paper evaluates 71 projects within and across 17 organizations.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The paper identifies conflicting indicators of PMM failure and success in terms of project speed and impact, and the results indicate the complexity, contextuality and challenge inherent in PMM evaluation.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>Contributions include empirical evidence and contextual knowledge on the effectiveness and efficiency of a specific PMM, as well as a new conceptual model and a novel methodological design for PMM evaluation.</p><!--/ Abstract__block -->","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":"235 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2024-05-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141151602","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"External quality assurance of cost estimates in major public projects: empirical evidence on cost performance","authors":"Helene Berg, Ole Henning Nyhus","doi":"10.1108/ijmpb-12-2023-0276","DOIUrl":"https://doi.org/10.1108/ijmpb-12-2023-0276","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>Value creation for society from public projects requires that the overall benefits exceed the use of taxpayers' money. At the same time, cost overruns in public projects are a well-documented feature in the literature, but practical guidance on reducing the extent and magnitude of overruns is rare. In 2000, Norway introduced a governance regime that includes mandatory external quality assurance (QA) of cost estimates for major public projects. This paper compares the cost performance of public projects on each side of this QA scheme.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>We use an original dataset covering 1,704 projects from 2000 to 2021, reported first-hand from Norwegian public agencies. We apply quantitative methods in the form of descriptive statistics, regression models, and statistical testing of hypotheses to answer our research questions.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The mean cost overrun across projects in our dataset is smaller than several previous international studies have reported. We find no statistical support for different cost performances between QA and non-QA projects. Secondly, cost overruns seem to vary between different public sectors. A third finding is a small development with lower cost overruns over time for the non-QA projects, and we raise the question of whether the QA scheme has contributed to overall learning effects. The fourth finding is that cost deviations are quite independent of project size.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>The paper offers novel insights for decision-makers and researchers on the effects of external quality assurance on cost performance in public projects.</p><!--/ Abstract__block -->","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":"29 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2024-05-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141058988","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}