International Journal of Managing Projects in Business最新文献

{"title":"Toward an enhanced methodology to mitigate challenges of applying participatory action research in managing innovation projects","authors":"Mohammad Mehrabioun Mohammadi","doi":"10.1108/ijmpb-01-2023-0024","DOIUrl":"https://doi.org/10.1108/ijmpb-01-2023-0024","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>This research aims to examine the challenges of recruiting participatory action research (PAR) in managing innovation projects. An enhanced methodology based on PAR was developed to mitigate the challenges related to recruiting PAR in managing innovation projects. The proposed methodology was evaluated by comparing it to established methodologies/frameworks such as Scrum, Design Thinking (DT) and The Lean Startup (TLS). The evaluation aimed to determine the advantages and limitations of the proposed methodology in managing innovation projects.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>The proposed enhanced methodology consists of eight steps, ranging from developing an understanding of the industry and business structure to learning and knowledge management. In addition, the enhanced methodology uses other techniques, such as Force field analysis and 12 boundary questions.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The research findings indicate that using the proposed methodology can improve the formalization of collaboration in PAR, enabling the organization to respond better to market changes. It helps define the project scope more clearly, encouraging innovation, addressing communication barriers and considering different worldviews and practical issues. Based on the findings, the proposed enhanced methodology could complement other methodologies/frameworks such as Scrum, DT and TLS.</p><!--/ Abstract__block -->\u0000<h3>Research limitations/implications</h3>\u0000<p>The current research adds to the existing literature by identifying the challenges of recruiting PAR in managing innovation projects. A deductive reasoning process was utilized because there is no comprehensive research concerning the challenges of recruiting PAR in managing innovation projects. On the other hand, the PAR 4-phase cycle has been reviewed and enhanced to manage innovation projects.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>The proposed methodology was used in a new product development project. The case study was done on one of the payment service provider companies that design, develop and deploy a digital product for marketing, installation, repair and maintenance of electronic funds transfer at point of sale devices.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>No research has yet sought to identify the challenges of using PAR in innovation project management (IPM). Identifying the challenges associated with applying PAR in the IPM and providing an enhanced methodology to mitigate the challenges could fill a gap in IPM studies.</p><!--/ Abstract__block -->","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":"45 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2024-01-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139557240","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":"Knowledge ambidexterity in construction project-based organizations: predicaments of knowledge networking intention within outbound consultant-supplier interfaces","authors":"Didas S. Lello, Yongchun Huang, Jonathan M. Kansheba","doi":"10.1108/ijmpb-09-2023-0206","DOIUrl":"https://doi.org/10.1108/ijmpb-09-2023-0206","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>Agenda for knowledge creation within inter-project alliances and inter-firm supply chain networks has been extensively debated. However, the existing knowledge networks within consultant-supplier interfaces in the architecture, engineering and construction (AEC) industry seem to be vague, loose, incidental and insignificant. This study examines factors affecting knowledge networking intention (KNI) within construction service supply chain (CSSC) networks.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>Data analysis was conducted on a quantitative survey of 161 consulting professional service firms in Tanzania, employing stepwise regression modelling as the statistical technique.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The results indicate that three types of knowledge inertia (KI) exert varying effects on KNI. While both procedural (PI) and learning inertia (LI) negatively impact KNI, experience inertia (EI) has no impact on KNI. In addition, knowledge governance (KG) mechanisms are found to strongly strengthen and leverage the negative effects of PI and LI on KNI and the positive link between EI and KNI within outbound and heterogeneous CSSC actors, with formal KG having greater leverage than informal KG.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>The study offers guidance on how managers of PBOs should strategically orchestrate knowledge governance mechanisms within CSSC networks to leverage KI behaviours.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>Current literature on KNI, KI and KG within CSSC networks offers a limited understanding of how KI behaviours influence KNI of project-based organizations (PBOs) in tapping vibrant outbound peripheral knowledge. The research presents two major original contributions. First, the empirical evidence contributes to deepening the current understanding of how heterogeneous external knowledge within consultant-supplier interactions is negatively influenced by KI. Lastly, the study suggests formal and informal knowledge governance strategies for managers on how to counteract KI forces, thus extending the theoretical debate on KNI, KI and KG literature.</p><!--/ Abstract__block -->","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":"37 2","pages":""},"PeriodicalIF":2.7,"publicationDate":"2024-01-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139557242","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":"Making sense of project governance and its role in strategy implementation: a governance-as-practice perspective","authors":"Ata Ul Musawir, Mohd Suhaimi Mohd-Danuri, Saipol Bari Abd-Karim","doi":"10.1108/ijmpb-07-2023-0148","DOIUrl":"https://doi.org/10.1108/ijmpb-07-2023-0148","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>This paper examines how expert practitioners define project governance and develop a project governance system that enables strategy implementation through projects.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>Semi-structured interviews were conducted with project governance experts and analyzed the data using thematic analysis. Subsequently, based on the stratified ontology of critical realism, retroductive theoretical triangulation was employed to explain the themes identified using five emergent theoretical perspectives.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>By integrating the themes extracted from the data with the emergent theoretical perspectives, a framework was developed outlining the general process through which practitioners make sense of the concept of project governance, formulate an appropriate project governance system for their respective organizations and manage its evolution over time. Furthermore, a holistic approach to project governance was proposed that spans the entire investment life cycle of projects and enables the implementation of strategy through projects.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>This study attempts to make sense of the diverse interpretations of the concept of project governance adopted by practitioners. It further summarizes valuable insights from expert practitioners for formulating and enacting effective project governance systems.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This study contributes to the governance-as-practice perspective and the growing stream of literature that views projects as investments. The project governance system is positioned as the steward of an organization's investments in projects.</p><!--/ Abstract__block -->","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":"2 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2023-12-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138560874","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":"Stakeholders' perception of organization: an attribution and fairness perspective","authors":"Francesco Di Maddaloni, Roya Derakhshan","doi":"10.1108/ijmpb-08-2023-0178","DOIUrl":"https://doi.org/10.1108/ijmpb-08-2023-0178","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>The study emphasizes the importance of human perception in engaging stakeholders and sheds light on the way the often “disregarded” actors (i.e. local communities) make sense of an organization's behavior at the corporate, project and individual level.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>Departing from the normative stance of stakeholder theory, this conceptual paper aims to unfold the benefits of a more holistic and inclusive organizational approach to stakeholders. The conceptual framework is elucidated through the lens of attribution theory, which points to communication as the source of stakeholders' attributional processes and thus their perception of fairness.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>Focusing the authors’ attention on construction and infrastructure projects, this research suggests that early transparent and informative communication with local community stakeholders motivates them to perceive fairness, from both the process of decision-making (distributive) and the outcome of decisions (procedural), as well as the way in which they are treated (interactional). Such communications lead to less biased attributions as they reduce the influence of personal beliefs in achieving a conscious and non-biased attribution mode.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>In this paper, the authors adopt attribution theory as their lens with which to interpret the process whereby individuals attempt to make sense of an organization's behavior. Focusing on secondary stakeholder engagement such as local community, the authors’ conceptualization shapes both a framework highlighting communication as the mediator for shaping human perceptions, and a process model to guide project organizations and practitioners to embrace an inclusive approach toward the often-disregarded stakeholders, which is aimed at enhancing their perception of fairness at the corporate, project and individual levels. The authors highlight the need for organization to provide clear and transparent communication to a broader range of stakeholders, such as those that have had little to say in the decision-making process (the often-disregarded voices). By seeking collaboration rather than manipulation, a project organization might promote stakeholders' non-biased perception of fairness, in terms of both the process and outcome of the project.</p><!--/ Abstract__block -->","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":"64 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2023-12-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138528759","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":"Influence of the project managers' expertise and experience in the success of projects: the moderating effect of emotional intelligence","authors":"Lincoln Sposito, Isabel Cristina Scafuto, Fernando Ribeiro Serra, Manuel Portugal Ferreira","doi":"10.1108/ijmpb-06-2023-0129","DOIUrl":"https://doi.org/10.1108/ijmpb-06-2023-0129","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>The authors investigated how emotional intelligence (EI) affects the relationship between project managers' (PMgs) expertise and experience and project success for both the team and client.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>This study collected 290 valid responses from IT project managers. The results were analyzed using an ordinary least squares (OLS) regression, with Process v4.0 procedure and the Johnson-Neyman (JN) technique to assess the moderating effect of the level of EI.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>Results showed that moderate levels of EI can enhance the impact of PMgs' experience on the project client, while higher levels of EI are necessary to positively impact the team. Moderate levels of EI can improve PMgs' expertise impact on the project team, increasing their effectiveness in interactions with clients and other stakeholders.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>It is recommended to consider emotional intelligence alongside technical skills when selecting project managers to address emotional labor, stress, stakeholder management and agility. Providing EI training and experiential learning opportunities internally can improve project managers' emotional intelligence.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This study contributes to the literature on emotional intelligence and project management, highlighting the relationship between technical skills and emotional intelligence levels of PMgs. This research emphasizes the significance of experience and EI in project management, particularly in overseeing complex projects. Additionally, moderate levels of EI enhance PMgs' effectiveness in engaging with stakeholders closely involved in projects.</p><!--/ Abstract__block -->","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":"15 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2023-11-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138528750","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":"An exploratory investigation of performance criteria in managing and controlling new product development projects: Canadian SMEs' perspectives","authors":"Caroline Blais, Raymond K. Agbodoh-Falschau","doi":"10.1108/ijmpb-02-2023-0041","DOIUrl":"https://doi.org/10.1108/ijmpb-02-2023-0041","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>This paper aims to understand and document evaluation criteria used in the new product development (NPD) process of small- and medium-sized enterprises (SMEs) to support the management and control of their NPD projects.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>This study combines exploratory and explanatory methodology (case studies) involving five Canadian small and medium enterprises (SMEs) that are successful in NPD. The authors conducted semi-structured interviews with nine selected managers and project managers to explore the process and evaluation criteria used to manage and control NPD projects.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The results highlight that cost, time and quality are key evaluation criteria used by SMEs to make decisions relative to the NPD project's success. Profitability, return on investment, expected sales and customer satisfaction are additional criteria used to evaluate NPD project's success. It has been also found that the SMEs did not consider sustainability issues in the criteria used as their focus are on the needs of stakeholders, mainly customers.</p><!--/ Abstract__block -->\u0000<h3>Research limitations/implications</h3>\u0000<p>Limitations: The evaluation criteria are extracted from a limited number of SMEs that have successfully carried out NPD projects and may therefore be influenced by some contextual factors. The results cannot be generalized to all SMEs or to all projects, as their characteristics may differ. Implications: This study offers a novel outlook on NPD process in SMEs, by documenting criteria related to constraints in project management. The integration of theory of constraints contributes to increasing theoretical knowledge about the management and control of NPD projects in SMEs. It provides insight into how project managers (and other decision makers) can increase the chances of project success by managing project constraints and criteria.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>The evaluation criteria identified in this study can therefore be of use to SMEs managers and project leaders seeking to improve the management and control of their NPD projects. These criteria can help them better manage their limited resources and skills and allocate them to the most promising projects. They can also help them conduct their NPD process more efficiently to achieve the intended objectives, including the desired project profitability targets.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This paper offers new insight and practical implications about evaluation criteria within the stages and activities of the NPD process that needed to be considered by SMEs' managers involved in NPD projects.</p><!--/ Abstract__block -->","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":"29 1","pages":""},"PeriodicalIF":2.7,"publicationDate":"2023-11-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138528749","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":"How critical success factors combine to influence success? A configurational theory approach on multiple social projects","authors":"Emil Lucian Crisan, Madalina Dan, Ioana Natalia Beleiu, Eugenia Ciocoiu, Paula Beudean","doi":"10.1108/ijmpb-06-2023-0135","DOIUrl":"https://doi.org/10.1108/ijmpb-06-2023-0135","url":null,"abstract":"Purpose In literature, it is recognized that there is no universal set of critical success factors (CSFs) applicable to all projects. The goal of this research is to validate a theoretical model which considers that CSFs’ influence on project success (PS) is configurational, that CSFs combine to influence PS. Design/methodology/approach The authors proposed a theoretical framework which operationalizes CSFs considering contingency and institutional theories' terms, as external contingencies, organizational resources and project strategies, which influence PS. The framework is validated through a qualitative approach on 18 social projects implemented by nongovernmental organizations (NGOs). Based on the conducted semistructured interviews with NGO managers or project managers, 91 instances when CSFs combine to influence PS were identified. Findings The dominant path reveals the combination of CSFs in terms of strategies adopted to face contingencies (70 instances), another as resources which moderate managers' strategies (14 instances), and in seven instances positive contingencies and resources combine and influence the PS. The results reveal that CSFs combine in reactive and dynamic ways to influence PS. Originality/value The research contributes to the vast literature on projects' success by adopting a different perspective. Configurational theory explains project management and projects' complexity better than the traditional approaches, which have a rather correlational perspective.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":"263 26‐30","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135475221","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":"Embracing paradox and contingency: integration mechanisms for ambidextrous innovation portfolio management","authors":"Catherine P. Killen, Shankar Sankaran, Michael Knapp, Chris Stevens","doi":"10.1108/ijmpb-04-2023-0082","DOIUrl":"https://doi.org/10.1108/ijmpb-04-2023-0082","url":null,"abstract":"Purpose The purpose of this paper is to explore how organizations manage and integrate exploration and exploitation across the innovation project portfolio. Such ambidextrous capabilities are required for organizations to innovate and succeed in today's rapidly changing competitive environment. Understanding how exploration and exploitation projects are integrated can illustrate ways to enhance ambidexterity and boost learning for the benefit of both approaches. Design/methodology/approach A multiple-case study approach was used to explore innovation portfolio management in six large organizations that emphasize innovation in their strategies. Findings The findings draw upon concepts of paradox and contingency to reveal that the inherent tension between formality and flexibility in managing innovation project portfolios is aligned with the need for organizational ambidexterity that maintains effective exploitative innovation while supporting explorative innovation capabilities. Four integration mechanisms are identified that enhance ambidexterity across the innovation portfolio by embedding processes for transition from exploration to exploitation and cross-fertilizing knowledge to build innovation capability across both exploration and exploitation. Practical implications Managers may find inspiration on ways to enhance learning by bridging exploration and exploitation projects from the four types of integration mechanisms. Recognizing the paradoxical nature of the tension between formality and flexibility in project and portfolio management may also help guide organizations to effectively develop ambidextrous approaches to enhance overall innovation outcomes. Originality/value In contrast to perspectives which suggest that paradox and contingency approaches represent disparate perspectives, the authors demonstrate how they can complement each other and work together through innovation portfolio management to support ambidexterity at the portfolio and project levels.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":"199 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135688706","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":"Distributed team cognition and collaborative problem-solving in project management","authors":"Roberto Godoy Fernandes, L. F. Silva, L. Vils","doi":"10.1108/ijmpb-05-2023-0100","DOIUrl":"https://doi.org/10.1108/ijmpb-05-2023-0100","url":null,"abstract":"PurposeThe purpose of this paper is to verify how distributed cognition enhances collaborative problem-solving in the context of projects.Design/methodology/approachUsing qualitative research and in-depth interviews, a sample of 32 project managers with experience in traditional and agile methods acting in Brazil and internationally participated in the research process. The analysis process, utilising coding techniques, involved stages: open, axial, coding and selective coding. These stages encompassed the evaluation of categories based on a hierarchy, in order to determine an appropriate level of abstraction that properly explains theoretical findings.FindingsThe results indicate that distributed team cognition is significant for collaborative problem-solving. The data from the interviews allowed the proposal of a model of cognition, and the identification of the elements that support it.Practical implicationsUnderstand how aspects of distributed team cognition can impact the behaviours of the project professional and contribute to problem-solving in the project environment.Originality/valueThe elements observed affects the collaborative problem-solving by presenting a model of distributed cognition, which is composed by directed communication, collective interaction, trust building and collaborative behaviour.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2023-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46782762","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 client's essential stakeholder collaboration activities at the front-end phase of a hospital construction project","authors":"Kari-Pekka Tampio, H. Haapasalo, J. Lehtinen","doi":"10.1108/ijmpb-12-2022-0278","DOIUrl":"https://doi.org/10.1108/ijmpb-12-2022-0278","url":null,"abstract":"PurposeThe research problem in this study is how a client (as a project owner) should organise early stakeholder involvement and integration in the front-end phase of a project. This study aims to create normative managerial statements as propositions from the client's perspective and to combine them into a set of activities enabling efficient organisation in the front-end phase of a hospital construction project.Design/methodology/approachAction design research (ADR) was carried out in a large hospital construction project where the first author acted as an “involved researcher” and the other authors acted as “outside researchers”.FindingsThe authors created seven normative managerial propositions that were verified by the case project stakeholders and developed a managerial framework describing the client's essential stakeholder involvement and integration activities in the front-end phase of a hospital construction project based on these propositions. The authors have also depicted the subphases of the front-end phase: value definition phase in the client permanent organisation, value proposition phase in the client Programme Management Office (PMO) and finally development phase in the alliance organisation ending on the final investment decision.Practical implicationsThe collaborative contract delivery model enables the early involvement and integration of stakeholders. It has been somewhat surprising to note the extent to which collaborative contracts change the client role in the project front-end. The results offer practical activities for how clients can manage front-end activities in collaborative contracts.Originality/valueThe case project offered a platform to analyse how the collaborative contract delivery model changes the emphasis of activities in the front-end of a project. One of the key benefits of collaborative contracts is that development, design and delivery occur partially in parallel, thereby enabling contributions from production to be included in the design and development. The benefit of having a real-life case under study provides the possibility to triangulate and analyse rich data, however limited by the qualitative case method.","PeriodicalId":47374,"journal":{"name":"International Journal of Managing Projects in Business","volume":" ","pages":""},"PeriodicalIF":2.7,"publicationDate":"2023-07-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48445920","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}