International Journal of Project Management最新文献_第2页

Breaking free from the invisible cage: Leveraging institutional logics to understand and facilitate organizational change projects 挣脱无形的牢笼：利用制度逻辑理解和促进组织变革项目

IF 7.4 1区管理学

International Journal of Project Management Pub Date : 2024-08-01 DOI: 10.1016/j.ijproman.2024.102635

Linzhuo Wang , Xinnan Wang , Ralf Müller

{"title":"Breaking free from the invisible cage: Leveraging institutional logics to understand and facilitate organizational change projects","authors":"Linzhuo Wang , Xinnan Wang , Ralf Müller","doi":"10.1016/j.ijproman.2024.102635","DOIUrl":"10.1016/j.ijproman.2024.102635","url":null,"abstract":"<div><p>Organizational change projects suffer from a high failure rate. Extant literature identified structural inertia as the main cause of resistance to change. This structural inertia puts invisible shackles on organizations and makes the change process difficult or even pulls organizations back to their former state. However, it is still unknown how these organizations can be unchained. Drawing on an institutional logic perspective and based on an intriguing organizational change project of a state-owned company in China, we explored how institutional logic changes in organizational change projects. The results indicate that institutional change occurs through organizational deinstitutionalization, organizational institution building, and organizational reinstitutionalization across both individual and organizational levels. We developed a theory for successfully securing change efforts that relies on the level-crossing alteration of institutional logic that shackles employee behaviors. A model of institutional logic change is proposed to illustrate the organizational change carried out in the form of projects from an institutional logic perspective. Theoretical and practical contributions are discussed.</p></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"42 6","pages":"Article 102635"},"PeriodicalIF":7.4,"publicationDate":"2024-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142150706","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

Turning narratives into collective action through projects 通过项目将叙事转化为集体行动

IF 7.4 1区管理学

International Journal of Project Management Pub Date : 2024-08-01 DOI: 10.1016/j.ijproman.2024.102633

Natalya Sergeeva

引用次数: 0

Organisation design in megaprojects: A systematic literature review and research agenda 巨型项目中的组织设计：系统文献综述和研究议程

IF 7.4 1区管理学

International Journal of Project Management Pub Date : 2024-08-01 DOI: 10.1016/j.ijproman.2024.102634

Carolina M. Zani, Juliano Denicol, Tim Broyd

{"title":"Organisation design in megaprojects: A systematic literature review and research agenda","authors":"Carolina M. Zani, Juliano Denicol, Tim Broyd","doi":"10.1016/j.ijproman.2024.102634","DOIUrl":"10.1016/j.ijproman.2024.102634","url":null,"abstract":"<div><div>Megaprojects have a complex and evolving web of organisations arranged in a multilevel and multiphase structure, with intra- and inter-organisational boundaries evolving during the life cycle. This systematic review explores organisation design in megaprojects, identifying the processes for designing temporary megaproject organisational systems. The review analyses 141 full articles from a sample of 10,078 papers and presents three main contributions: the main theoretical lenses used to develop organisation design research in megaprojects, eight decision dimensions influencing organisation design choices, and the most common organisational capabilities. We present the Megaproject Organisation Design (MegaOD) Framework, as a structure to design organisational boundaries, and to identify the organisational dynamics (design, development, and redesign). We suggest four research streams to advance the design of complex organisations: 1. Design of megaproject ecosystems, 2. Degree of organisational interdependence, 3. Design for integration of product and organisational architectures, and 4. The role of organisational designers.</div></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"42 6","pages":"Article 102634"},"PeriodicalIF":7.4,"publicationDate":"2024-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142326582","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Too little or too much transparency? Influencing accountability in project management through the practices of using digital technologies 透明度太低还是太高？通过使用数字技术影响项目管理中的问责制

IF 7.4 1区管理学

International Journal of Project Management Pub Date : 2024-08-01 DOI: 10.1016/j.ijproman.2024.102636

Yibin Fabricius Zhang

{"title":"Too little or too much transparency? Influencing accountability in project management through the practices of using digital technologies","authors":"Yibin Fabricius Zhang","doi":"10.1016/j.ijproman.2024.102636","DOIUrl":"10.1016/j.ijproman.2024.102636","url":null,"abstract":"<div><p>Managing projects increasingly involves digital technologies, yet it remains unclear how project participants use digital technologies for accountability. Based on data from a qualitative field study in a software consultancy organization, this article examines how accountability is shaped by project teams’ use of digital project management tools. The findings reveal that project teams actualize visibility and association affordances to configure accountability and reinforce shared accountability in client relationships. However, they are constrained by persistence affordance, which requires consistent and aligned digital transparency. This study demonstrates that the impacts of digital technologies on project accountability emerge from the actualization of affordances in specific technology practices, co-determined by the technology materiality and the accountability goals of project participants. Through visibility and association affordances, digital technologies can reinforce both hierarchical and socializing forms of accountability. However, this requires project participants to form a consensus on technology usage, binding them to each other's digital practices.</p></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"42 6","pages":"Article 102636"},"PeriodicalIF":7.4,"publicationDate":"2024-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0263786324000784/pdfft?md5=4a1fbbaf002873c94fd9bebbc1dc4041&pid=1-s2.0-S0263786324000784-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142137274","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Coevolution of relationship networks and resistance behaviors for building information modeling implementation in construction projects 在建筑项目中实施建筑信息模型的关系网络和抵制行为的共同演化

IF 7.4 1区管理学

International Journal of Project Management Pub Date : 2024-07-01 DOI: 10.1016/j.ijproman.2024.102617

Shiting Shao, Dongping Cao

{"title":"Coevolution of relationship networks and resistance behaviors for building information modeling implementation in construction projects","authors":"Shiting Shao, Dongping Cao","doi":"10.1016/j.ijproman.2024.102617","DOIUrl":"https://doi.org/10.1016/j.ijproman.2024.102617","url":null,"abstract":"<div><p>Heterogeneous individual participants are embedded within multiple dynamic intra-project relationship networks, which can both shape and be shaped by individual behaviors through social influence and selection processes, respectively. Yet empirical research on these complex interrelationships within projects remains lacking. This study fills this lacuna by investigating how formal task-oriented communication and informal knowledge-oriented advice networks coevolve with individual resistance behaviors for building information modeling (BIM) implementation in construction projects through social selection and influence processes. Stochastic actor-oriented network models and longitudinal data on project-level BIM implementation practices are used to examine this question. After controlling for related covariate and structural effects, the results provide clear evidence for the social selection process in which communication and advice ties in the networks are both more frequently formed between project participants with more similar resistance behaviors. Concerning the social influence process, the results show that compared with knowledge-oriented advice ties, task-oriented communication ties tend to more significantly influence the assimilation of resistance behaviors. The network-behavior coevolution process is simultaneously associated with the covariate effects related to individual experience as well as the structural effects related to reciprocity and triadic closure. As a pioneering effort of using longitudinal network modeling methods to empirically characterize network-behavior dynamics in projects, this study provides a deepened understanding of how social selection and influence processes collectively shape the dynamic interactions among heterogeneous project participants as a complex adaptive system.</p></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"42 5","pages":"Article 102617"},"PeriodicalIF":7.4,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141484954","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

Examining owners’ and contractors’ motivations to participate in collaborative risk management of mega infrastructure projects 研究业主和承包商参与超大型基础设施项目合作风险管理的动机

IF 7.4 1区管理学

International Journal of Project Management Pub Date : 2024-07-01 DOI: 10.1016/j.ijproman.2024.102614

Yuanli Li , Pengcheng Xiang , Paul W. Chan , Jinwen Zhang

{"title":"Examining owners’ and contractors’ motivations to participate in collaborative risk management of mega infrastructure projects","authors":"Yuanli Li , Pengcheng Xiang , Paul W. Chan , Jinwen Zhang","doi":"10.1016/j.ijproman.2024.102614","DOIUrl":"https://doi.org/10.1016/j.ijproman.2024.102614","url":null,"abstract":"<div><p>Despite the importance of motivation in driving the formation of collaborative risk management, the existing literature lacks recognition of stakeholders’ motivations to participate in the collaborative risk management of mega infrastructure projects. By combining interview data with the theoretical framework based on previous literature, this study constructs a motivation framework for stakeholders to participate in collaborative risk management of mega infrastructure projects, comprising four groups of motivations formed by glue identity logic (organizational or individual level) and interest logic (intrinsic drive or extrinsic stimulus). Motivational differences between project owners and contractors are discussed based on the case study of the Hong Kong-Zhuhai-Macao Bridge, indicating that these differences are closely related to the identity of stakeholders and project progress. This study contributes a systematic perspective to recognize the motivations behind participation in collaborative risk management of mega infrastructure projects, aligns managerial intentions with actual motivations, and uncovers new insights into collaborative risk management. It enriches the collaborative risk management theory in mega infrastructure projects and provides guidance and inspiration for practitioners in decision-making and collaborative risk management in such projects.</p></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"42 5","pages":"Article 102614"},"PeriodicalIF":7.4,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141485002","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

Misfiring and still succeeding: Seeking success in megaprojects amidst changing regulatory environments 误打误撞，依然成功：在不断变化的监管环境中寻求大型项目的成功

IF 7.4 1区管理学

International Journal of Project Management Pub Date : 2024-07-01 DOI: 10.1016/j.ijproman.2024.102615

Silvana Revellino , Lino Cinquini , Raffaele D'Alessio , Valerio Antonelli

{"title":"Misfiring and still succeeding: Seeking success in megaprojects amidst changing regulatory environments","authors":"Silvana Revellino , Lino Cinquini , Raffaele D'Alessio , Valerio Antonelli","doi":"10.1016/j.ijproman.2024.102615","DOIUrl":"https://doi.org/10.1016/j.ijproman.2024.102615","url":null,"abstract":"<div><p>This paper analyses the complexities involved in planning and managing infrastructural megaprojects under changing regulatory environments. Through the case of the megaprojects by Autostrade, a motorway construction company, the paper illustrates that the notion of success is problematic and not easily defined when changes in regulations by regulatory bodies become sources of overflows, inducing changes in plans that had been previously agreed upon.</p><p>Since regulations are dynamic, there may be a limit to which the initial planning parameters are legitimate benchmarks for the actualized megaproject's cost, time, and quality. It follows that a megaproject's success can result in orchestrating actions and reactions that involve both the capability of envisioning boundaries and demolishing them. This has severe implications for the notion of success itself, which does not easily fall into the traditional perspective of goal fulfillment but rather is linked to the inability to perceive the project's incompleteness.</p></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"42 5","pages":"Article 102615"},"PeriodicalIF":7.4,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0263786324000577/pdfft?md5=4f37704b3a92f65aec47a5a00743dfa6&pid=1-s2.0-S0263786324000577-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141485041","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Boundary work in a project-based organization: Flow across interdependent boundaries in interorganizational programs 基于项目的组织中的边界工作：跨组织项目中跨越相互依存边界的流程

IF 7.4 1区管理学

International Journal of Project Management Pub Date : 2024-07-01 DOI: 10.1016/j.ijproman.2024.102622

Lynn Vosman , Fleur Deken , Leentje Volker

{"title":"Boundary work in a project-based organization: Flow across interdependent boundaries in interorganizational programs","authors":"Lynn Vosman , Fleur Deken , Leentje Volker","doi":"10.1016/j.ijproman.2024.102622","DOIUrl":"10.1016/j.ijproman.2024.102622","url":null,"abstract":"<div><p>Project-based organizations (PBOs) increasingly initiate the strategic change to work in interorganizational programs. Establishing such a change is challenging due to the short-term focus, high levels of autonomy, and the varying involvement of interorganizational actors in projects. We adopt a boundary work lens to study how public PBOs operating in infrastructure address the parent organization – program, parent organization – project, and project – project boundaries that emerge when organizing work in programs. Based on two in-depth qualitative case studies, we identified the importance of establishing a continuous and predictable flow in projects, processes, and learning in achieving effective collaboration in interorganizational programs. We find that boundary work at any individual boundary is insufficient to reap the benefits of such programmatic collaboration. Our study offers novel insights into boundary work and program management literature by shedding light on the interdependent nature of boundaries in the strategic change to work in interorganizational programs in PBOs.</p></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"42 5","pages":"Article 102622"},"PeriodicalIF":7.4,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0263786324000644/pdfft?md5=d66e37c30606913e4da78393a3f3bb5d&pid=1-s2.0-S0263786324000644-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141843782","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Corrigendum to “Single versus multiple project teams and individual performance: Do they ask for different leadership behaviors?” [Int. J. Proj. Manag., 42 (2024), 102563] 单个项目团队与多个项目团队及个人绩效：它们要求不同的领导行为吗？[Int. J. Proj. Manag.

IF 7.4 1区管理学

International Journal of Project Management Pub Date : 2024-07-01 DOI: 10.1016/j.ijproman.2024.102621

Renata Kenda , Nicoleta Meslec , Leon Oerlemans

引用次数: 0

Drivers of innovation in infrastructure development projects: A configurational analysis of boundary spanning roles 调查基础设施发展中的创新驱动力：荷兰项目中跨越边界角色的配置分析

IF 7.4 1区管理学

International Journal of Project Management Pub Date : 2024-07-01 DOI: 10.1016/j.ijproman.2024.102620

Shreya Anna Satheesh, Stefan Verweij, Tim Busscher, Jos Arts

{"title":"Drivers of innovation in infrastructure development projects: A configurational analysis of boundary spanning roles","authors":"Shreya Anna Satheesh, Stefan Verweij, Tim Busscher, Jos Arts","doi":"10.1016/j.ijproman.2024.102620","DOIUrl":"10.1016/j.ijproman.2024.102620","url":null,"abstract":"<div><p>Innovation can provide new opportunities to improve project efficiency. However, enabling innovation is challenging, especially in public infrastructure development projects. Several impeding factors, such as limited contractual incentives and complexity, are prevalent in contract-based collaborative environments. Literature suggests that boundary spanners play an important role in driving innovation by seizing opportunities. This study aims to identify configurations of boundary spanning roles in typical project situations— varying in contract type and complexity— to facilitate innovation. The empirical data is from 58 projects and analyzed using fuzzy-set Qualitative Comparative Analysis (fsQCA). Results show that depending on the project conditions in terms of contract type and complexity, different combinations of boundary spanning roles can be taken up by project managers or other team members to facilitate innovation. This study highlights that in high-complexity situations, boundary spanning roles play a critical role in maintaining good relationships with collaborators, which is instrumental in developing innovation.</p></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"42 5","pages":"Article 102620"},"PeriodicalIF":7.4,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0263786324000620/pdfft?md5=30e74482e27d143d5eb3ff6f1f0695b9&pid=1-s2.0-S0263786324000620-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141701669","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0