International Journal of Project Management最新文献

Considering alternatives to megaprojects for a sustainable future with degrowth principles 以 "去增长 "原则为可持续未来考虑大型项目的替代方案

IF 7.4 1区管理学

International Journal of Project Management Pub Date : 2025-04-01 DOI: 10.1016/j.ijproman.2025.102705

Maude Brunet

引用次数: 0

From inclusion to action: Does project manager’s inclusive leadership drive team members’ project citizenship behavior? 从包容到行动：项目经理的包容性领导是否会推动团队成员的项目公民行为？

IF 7.4 1区管理学

International Journal of Project Management Pub Date : 2025-04-01 DOI: 10.1016/j.ijproman.2025.102710

Khurram Shahzad , Rimsha Iqbal , Muhammad Qaiser Shafi , Shazia Nauman , Marc Ohana

{"title":"From inclusion to action: Does project manager’s inclusive leadership drive team members’ project citizenship behavior?","authors":"Khurram Shahzad , Rimsha Iqbal , Muhammad Qaiser Shafi , Shazia Nauman , Marc Ohana","doi":"10.1016/j.ijproman.2025.102710","DOIUrl":"10.1016/j.ijproman.2025.102710","url":null,"abstract":"<div><div>Drawing upon affective events theory, this study attends to the emerging line of project behavior research by examining the role of the project manager’s inclusive leadership style in predicting project team members’ project citizenship behavior. Additionally, the mediating mechanism of positive affectivity and the moderating role of proactive personality has been examined in this relationship. To test our theorized model, time-lagged and multi-source data was collected from 221 project team members working in three IT and two construction sector project-based organizations. For examining the hypotheses, partial least squares structural equation modeling analysis technique was used. The findings show that inclusive leadership positively affects project citizenship behavior and positive affectivity mediates this relationship. Also, the relationship between inclusive leadership and positive affectivity is stronger in the case of team members who have a highly proactive personality. Theoretically, the findings highlight the importance of emotions derived from inclusive leadership for project success. Practically, this study encourages the adoption of an inclusive leadership approach towards project team members as it leads to positive project outcomes.</div></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"43 3","pages":"Article 102710"},"PeriodicalIF":7.4,"publicationDate":"2025-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143874581","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

How organisational and team climates foster design thinking for project success 组织和团队氛围如何促进项目成功的设计思维

IF 7.4 1区管理学

International Journal of Project Management Pub Date : 2025-04-01 DOI: 10.1016/j.ijproman.2025.102711

Maria Loderer, Alexander Kock

{"title":"How organisational and team climates foster design thinking for project success","authors":"Maria Loderer, Alexander Kock","doi":"10.1016/j.ijproman.2025.102711","DOIUrl":"10.1016/j.ijproman.2025.102711","url":null,"abstract":"<div><div>Traditional project management methods struggle with the uncertainties and complexities of modern, innovative projects. Research highlights the need for flexible approaches integrating exploration and learning, such as design thinking. However, implementing design thinking practices in project management faces various obstacles. Beyond structural and strategic hurdles, the organisational context—specifically how individuals experience the work environment—likely plays a critical role in shaping the intensity and success of such practices. This study analyses the organisational and team climates that support implementing design thinking practices to increase project success while considering the role of project contingencies. Drawing on data from 379 projects nested in 93 companies, we investigate the impact of organisational climates (supportive climate, innovation climate, open climate) and team climates (servant leadership, team autonomy). Our findings suggest that design thinking practices improve project success. At the same time, we identify a supportive climate, an open climate, servant leadership, and team autonomy as conducive to design thinking practices. In addition, design thinking practices are more beneficial for project success when project innovativeness is high. Project innovativeness also strengthens the effect of a supportive climate on design thinking practices. We contribute to the literature on project management and design thinking by providing the first quantitative evidence on how specific climate conditions within the broader organisational context support the application of design thinking practices in project environments.</div></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"43 3","pages":"Article 102711"},"PeriodicalIF":7.4,"publicationDate":"2025-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143894905","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Managing cultural projects: Plural creativity as creative practice 文化项目管理：作为创意实践的多元创意

IF 7.4 1区管理学

International Journal of Project Management Pub Date : 2025-04-01 DOI: 10.1016/j.ijproman.2025.102708

Rafaela Goncalves Freitas , Eduardo Davel , Julie Bérubé

{"title":"Managing cultural projects: Plural creativity as creative practice","authors":"Rafaela Goncalves Freitas , Eduardo Davel , Julie Bérubé","doi":"10.1016/j.ijproman.2025.102708","DOIUrl":"10.1016/j.ijproman.2025.102708","url":null,"abstract":"<div><div>As powerful drivers of the creative economy, cultural projects rely on creative processes. The socio-economic and cultural development of contemporary societies depends on a type of management that involves the plurality of actors sustaining the creative process of cultural projects. This research is guided by the question: How does plural creativity constitute a creative practice in the management of cultural projects? The method of multi-sited and digital ethnography supported an inductive process that allowed us to engage to this question and produce a theorization. The analysis of narratives was based on sources such as documents, observations, and ethnographic interviews. The findings explain that plural creativity constitutes creative practices in the creation, promotion, and integration of cultural projects. These practices are based on creative relationality, which leads to three phenomena: creative playing driven by affection, creative boosting driven by criticism, and creative inspiration driven by constrains. The research contributes to the research and practice of project management by providing explanations and theorizations to support the strategic management of plural creativity in projects, especially cultural projects.</div></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"43 3","pages":"Article 102708"},"PeriodicalIF":7.4,"publicationDate":"2025-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143898659","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

How building information modelling mitigates complexity and enhances performance in large-scale projects: Evidence from China 建筑信息模型如何减轻大型项目的复杂性并提高绩效：来自中国的证据

IF 7.4 1区管理学

International Journal of Project Management Pub Date : 2025-02-01 DOI: 10.1016/j.ijproman.2025.102694

Yuntao Yang, Bin Zhao

{"title":"How building information modelling mitigates complexity and enhances performance in large-scale projects: Evidence from China","authors":"Yuntao Yang, Bin Zhao","doi":"10.1016/j.ijproman.2025.102694","DOIUrl":"10.1016/j.ijproman.2025.102694","url":null,"abstract":"<div><div>Despite project complexity and large-scale project management being research hotspots in project management, the existing research has not fully considered the influence of building information modelling implementation on project complexity. In order to fill this research gap, this study used quantitative and qualitative methods to explore the impact of building information modelling on project complexity and large-scale project management performance and to verify the mediating role of project complexity between building information modelling and large-scale project management performance. The results show that: 1) The implementation of building information modelling in large-scale projects can significantly mitigate project complexity (technology, goals, information, organization, and environment); 2) Information and goal complexity have a significantly negative impact on large-scale project management performance; 3) Utilizing building information modeling to reduce information and goal complexity can significantly improve the management performance of large-scale projects; 4) Besides reducing project complexity, applying building information modelling can directly improve large-scale project management performance; 5) The improvement of policies and standards, the cultivation of information technology talents (personal incentives), project management process reengineering and innovation, and data governance are conducive to exert the values of building information modelling in project management. These findings not only enrich theoretical research but also provide valuable decision-making references for managers to improve management performance, driving the development of informatization and intelligence in the construction industry.</div></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"43 2","pages":"Article 102694"},"PeriodicalIF":7.4,"publicationDate":"2025-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143704688","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Projecting to promote sustainability transitions through joint value creation 计划通过共同创造价值来促进可持续转型

IF 7.4 1区管理学

International Journal of Project Management Pub Date : 2025-02-01 DOI: 10.1016/j.ijproman.2025.102692

Marina Bos-de Vos , Miia Martinsuo , Ellen Loots

引用次数: 0

The politics of the self: A parmenidean/existentialist perspective of the project leader 自我的政治：项目领导者的巴门尼德/存在主义视角

IF 7.4 1区管理学

International Journal of Project Management Pub Date : 2025-02-01 DOI: 10.1016/j.ijproman.2025.102695

Dr Efrosyni Konstantinou

引用次数: 0

Ten years after: The evolution of projectification in Germany, Norway, and Iceland 十年后：投影技术在德国、挪威和冰岛的演变

IF 7.4 1区管理学

International Journal of Project Management Pub Date : 2025-02-01 DOI: 10.1016/j.ijproman.2025.102696

Andreas Wald , Helgi Thor Ingason , Thordur Vikingur Fridgeirsson

引用次数: 0

An essay on deprojectification: Drivers and consequences 一篇关于去投影化的论文：驱动因素和后果

IF 7.4 1区管理学

International Journal of Project Management Pub Date : 2025-02-01 DOI: 10.1016/j.ijproman.2025.102693

Mattias Jacobsson , Beata Jałocha

引用次数: 0

Call for papers project cognition as the foundation of project behaviour 论文征集：项目认知是项目行为的基础

IF 7.4 1区管理学

International Journal of Project Management Pub Date : 2025-02-01 DOI: 10.1016/j.ijproman.2025.102691

Verena Stingl (Guest Editors) , Alicia Gilchrist (Guest Editors) , Ama Lawani (Guest Editors) , Rhona Flin (Guest Editors) , Ofer Zwikael (Guest Editors)

引用次数: 0