International Journal of Project Management最新文献_第8页

Beyond cost overruns: How cost is actually reduced in complex projects 超越成本超支：如何在复杂项目中实际降低成本

IF 7.5 1区管理学

International Journal of Project Management Pub Date : 2025-10-01 Epub Date: 2025-09-10 DOI: 10.1016/j.ijproman.2025.102765

Joseph Watton , Christine Unterhitzenberger , Giorgio Locatelli , Diletta Colette Invernizzi

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A stakeholder theory perspective for project management 项目管理的利益相关者理论视角

IF 7.5 1区管理学

International Journal of Project Management Pub Date : 2025-10-01 Epub Date: 2025-09-11 DOI: 10.1016/j.ijproman.2025.102764

R. Edward Freeman, Prem Sagar Menghwar , Yael Grushka-Cockayne

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Knowledge governance mechanisms and regulatory focus effects on online collective knowledge sharing in project teams 知识治理机制和监管焦点对项目团队在线集体知识共享的影响

IF 7.4 1区管理学

International Journal of Project Management Pub Date : 2025-08-01 Epub Date: 2025-07-22 DOI: 10.1016/j.ijproman.2025.102748

Jianyao Jia , Shan Jiang , Yuanyuan Zhang

{"title":"Knowledge governance mechanisms and regulatory focus effects on online collective knowledge sharing in project teams","authors":"Jianyao Jia , Shan Jiang , Yuanyuan Zhang","doi":"10.1016/j.ijproman.2025.102748","DOIUrl":"10.1016/j.ijproman.2025.102748","url":null,"abstract":"<div><div>In today’s mobile internet era, online knowledge sharing has become increasingly prevalent within project teams. However, fostering online knowledge sharing in practice presents significant challenges, and the underlying psychological mechanisms, particularly concerning online collective knowledge sharing, remain incompletely understood. Given that online collective knowledge sharing occurs within public or collective spheres, a primary goal becomes improving the collective good and achieving shared goals. Consequently, online collective knowledge sharing is conceptualized as a process through which team members pursue both organizational and individually-assigned knowledge goals, which are specified by knowledge governance mechanisms. To explain the psychological mechanism involved in reducing goal discrepancies, regulatory focus theory is employed. Utilizing a dataset of 208 project team members, the study examines the proposed hypotheses and finds that prevention focus, rather than promotion focus, directly contributes to online collective knowledge sharing. Furthermore, prevention focus mediates the relationship between knowledge governance mechanisms and online collective knowledge sharing, while promotion focus strengthens the positive association between prevention focus and knowledge sharing. By revealing these complex dynamics, this study contributes to both project management and knowledge management literature. Moreover, it provides practical insights for knowledge management practices within today’s pervasive online environments.</div></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"43 6","pages":"Article 102748"},"PeriodicalIF":7.4,"publicationDate":"2025-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144711496","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}

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Projectification and governance evolution in public sector strategy: A case study of Shenzhen Qianhai mega new town development in China 公共部门战略中的项目化与治理演变——以深圳前海大型新城开发为例

IF 7.5 1区管理学

International Journal of Project Management Pub Date : 2025-08-01 Epub Date: 2025-08-08 DOI: 10.1016/j.ijproman.2025.102751

Yongkui Li , Mengqi Wang , Ronggui Ding , Sheng Luo , Chunhua Xie

{"title":"Projectification and governance evolution in public sector strategy: A case study of Shenzhen Qianhai mega new town development in China","authors":"Yongkui Li , Mengqi Wang , Ronggui Ding , Sheng Luo , Chunhua Xie","doi":"10.1016/j.ijproman.2025.102751","DOIUrl":"10.1016/j.ijproman.2025.102751","url":null,"abstract":"<div><div>As projectification increasingly dominates the public sector, policies and strategies are predominantly implemented through projects. Achieving long-term strategic goals often entails complex, multi-level projectification, posing significant challenges to the governance capacity of the public sector and demanding a dynamic and adaptive governance system. Yet, existing literature lacks systematic research on this issue. Building on projectification research and governance theory, this study aims to reveal the projectification and governance evolution in public sector strategies, as well as the underlying mechanisms. We employ a longitudinal case study of a Chinese public sector strategy: the Shenzhen Qianhai Mega New Town Development. Tracing its fifteen-year evolution from conception to operation, our findings demonstrate that implementing such project-based strategies involves dynamic interactions among goal setting, institutional system development, organizational structuring, and project planning and construction. Based on these findings, we develop a conceptual model—the SIOP framework (Strategy, Institution, Organization, Project)—to capture the underlying evolutionary mechanisms of public sector strategies. This study contributes to projectification research by integrating governance theory and providing empirical insights, while also offering practical implications for public sectors.</div></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"43 6","pages":"Article 102751"},"PeriodicalIF":7.5,"publicationDate":"2025-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144842616","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}

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Theorizing temporary organizing to foster true cross fertilization: Focus on projects, processes and practices 将临时组织理论化以促进真正的交叉发展：关注项目、过程和实践

IF 7.5 1区管理学

International Journal of Project Management Pub Date : 2025-08-01 Epub Date: 2025-08-13 DOI: 10.1016/j.ijproman.2025.102753

Maude Brunet , Catriona M. Burke , Mohsin Malik , Jörg Sydow

{"title":"Theorizing temporary organizing to foster true cross fertilization: Focus on projects, processes and practices","authors":"Maude Brunet , Catriona M. Burke , Mohsin Malik , Jörg Sydow","doi":"10.1016/j.ijproman.2025.102753","DOIUrl":"10.1016/j.ijproman.2025.102753","url":null,"abstract":"<div><div>Extant scholarship in project studies is calling for fertilizing across disciplines to pave the way to stronger theorizing. This essay responds to this call by spurring a debate on how to theorize temporary organizing in new and creative ways — both broadly and with a particular focus on projects, arguably the most prevalent form of such organizing. We propose addressing projects and other forms of temporary organization as processual, practice-based phenomena that provide ample opportunities to foster cross-fertilization, in particular between the related disciplines of organization and project studies. To this end, we argue that theoretical advancements in a discipline can occur on a spectrum—ranging from leveraging reference theories from related fields (a top-down approach) to developing home-grown theories grounded in empirical research (a bottom-up approach). This spectrum serves as the foundation for this essay, as we develop this processual, practice-based perspective to project studies by illustrating how (1) reference theories from organization studies such as practice-driven institutionalism generate new insights on temporary organizing and (2) home-grown theories of temporary organizing generated by studying projects and other forms of temporary organization may have theoretical and practical implications beyond project studies.</div></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"43 6","pages":"Article 102753"},"PeriodicalIF":7.5,"publicationDate":"2025-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144878171","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

Organic coordination in project design: Complemented or substituted by standardization? 项目设计中的有机协调：标准化是补充还是替代？

IF 7.4 1区管理学

International Journal of Project Management Pub Date : 2025-08-01 Epub Date: 2025-07-11 DOI: 10.1016/j.ijproman.2025.102738

Ning Sun , Yadi Li , Yan Ning

{"title":"Organic coordination in project design: Complemented or substituted by standardization?","authors":"Ning Sun , Yadi Li , Yan Ning","doi":"10.1016/j.ijproman.2025.102738","DOIUrl":"10.1016/j.ijproman.2025.102738","url":null,"abstract":"<div><div>While high levels of uncertainty and interdependence in project design demand organic coordination, the role of standardization remains ambiguous; limited evidence exists on whether it acts as a complement or a substitute, which complicates the effective configuration of coordination mechanisms to address these challenges. This study examines the relationship between standardization and organic coordination in the context of project design. A questionnaire survey was conducted with 311 respondents from 46 firms involved in Chinese building projects. The results show that the level of interdependence is positively related to the use of group meeting and interpersonal communication; the level of uncertainty is positively related to the use of group meeting only. Also, the use of boundary objects moderately reduces the marginal need for group meeting driven by interdependence. In contrast, the adoption of digital information systems increases the demand for both interpersonal communication and group meeting to manage uncertainty. This study contributes to the project management literature by revealing that the complementary or substitutive relationship between organic coordination and standardization is contingent upon the levels of interdependence, uncertainty, and the specific standardization methods applied. It also offers managerial insights for appropriately configuring these coordination mechanisms in project design.</div></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"43 6","pages":"Article 102738"},"PeriodicalIF":7.4,"publicationDate":"2025-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144702213","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

Behavioral barriers to sustainable action in project management and how to overcome them 项目管理中可持续行动的行为障碍及其克服方法

IF 7.4 1区管理学

International Journal of Project Management Pub Date : 2025-08-01 Epub Date: 2025-07-20 DOI: 10.1016/j.ijproman.2025.102747

Kevin Friedrich, Peter Wehnert

{"title":"Behavioral barriers to sustainable action in project management and how to overcome them","authors":"Kevin Friedrich, Peter Wehnert","doi":"10.1016/j.ijproman.2025.102747","DOIUrl":"10.1016/j.ijproman.2025.102747","url":null,"abstract":"<div><div>Project managers encounter behavioral barriers that hinder the integration of sustainability practices into projects. While prior research has explored enabling factors, these barriers project managers face remain understudied. We address this gap through 24 problem-centered interviews, identifying 13 barriers, including low goal commitment, perception-related challenges, feedback-related issues, and role conflicts. The Rubicon phase model provides a structured basis for our conceptual framework for analyzing these barriers, enabling the validation of known general barriers and the discovery of new role-specific ones. Our findings highlight the role-dependent nature of barriers and strategies to overcome them, such as leading by example, establishing guidelines, providing incentives, and capability development. While providing practical value the study also strengthens the theoretical understanding of sustainability-related decision-making and contributes to the sustainability and project management literature by showing that enablers like guidelines, training or rewards are insufficient without simultaneously addressing individual behavioral barriers in perceptions and beliefs.</div></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"43 6","pages":"Article 102747"},"PeriodicalIF":7.4,"publicationDate":"2025-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144702214","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}

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Igniting fire: Kahneman as a source of creative tension in project studies 点燃火焰：Kahneman作为项目研究中创造性张力的来源

IF 7.4 1区管理学

International Journal of Project Management Pub Date : 2025-07-01 Epub Date: 2025-07-02 DOI: 10.1016/j.ijproman.2025.102736

Joana Geraldi

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Projecting for sustainability transitions: Contrasting two types of project-oriented agency 可持续性转型的规划：对比两种类型的项目导向机构

IF 7.4 1区管理学

International Journal of Project Management Pub Date : 2025-07-01 Epub Date: 2025-05-28 DOI: 10.1016/j.ijproman.2025.102721

Ermal Hetemi , Sofia Pemsel , Jonas Söderlund , Anna Jerbrant

{"title":"Projecting for sustainability transitions: Contrasting two types of project-oriented agency","authors":"Ermal Hetemi , Sofia Pemsel , Jonas Söderlund , Anna Jerbrant","doi":"10.1016/j.ijproman.2025.102721","DOIUrl":"10.1016/j.ijproman.2025.102721","url":null,"abstract":"<div><div>A core problem in sustainability transitions is to ensure that actors come together and work on a common goal. Earlier research has argued that developing a project-oriented agency is essential to ensure transitions. By examining two contrasting cases, the Sustainable Transportation program and the Sustainable Hospital program, we identify two distinct types of project-oriented agency: (1) emergent and (2) induced. The former showcases an inclusive approach emphasizing open collaboration and resource mobilization, flexible goals, whereas the latter encompasses prescribed resource mobilization<em>,</em> contractual objectives, and deadlines. Beyond bottom-up vs. top-down dichotomies, these project-oriented agency types highlight different shaping contexts and logics of how actors mobilize projects for change. Our analysis identifies the nuanced dimensions of project-oriented agency and the impetuses, practices, and temporal structures through which they shape transition outcomes. The paper enriches the current understanding of how targeted projects and programs can bridge experimental niches with mainstream regime transformation, thereby enabling system-wide sustainability transitions.</div></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"43 5","pages":"Article 102721"},"PeriodicalIF":7.4,"publicationDate":"2025-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144548568","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}

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Exploring the applicability of project alliancing to interorganizational projects: An alliance governance design matrix 探索项目联盟对组织间项目的适用性：联盟治理设计矩阵

IF 7.4 1区管理学

International Journal of Project Management Pub Date : 2025-07-01 Epub Date: 2025-07-07 DOI: 10.1016/j.ijproman.2025.102737

Matias Ståhle , Tuomas Ahola , Miia Martinsuo

{"title":"Exploring the applicability of project alliancing to interorganizational projects: An alliance governance design matrix","authors":"Matias Ståhle , Tuomas Ahola , Miia Martinsuo","doi":"10.1016/j.ijproman.2025.102737","DOIUrl":"10.1016/j.ijproman.2025.102737","url":null,"abstract":"<div><div>The academic discussion on relational forms of project governance in general and project alliancing in particular has centred on megaprojects. The applicability of project alliancing to other types of interorganizational projects requires more attention. The aim of project alliancing is to promote goal alignment and innovativeness across project actors by sharing risks and rewards through an alliance contract. As interorganizational projects are prone to inter-actor conflicts, it is necessary to understand the utilization of project alliancing in various kinds of interorganizational projects. The aim of this conceptual study is to scrutinize the applicability of project alliancing to varying interorganizational projects. Building primarily on the project governance, relational contracting, project network, and project alliancing literatures, we analyze the common alliance applicability criteria and relational governance mechanisms, and introduce an alliance governance design matrix. The matrix combines the criteria for alliancing applicability with governance mechanisms and reveals ways of matching them in various interorganizational projects. Evaluating governance mechanisms in project alliancing and their connections with the applicability criteria helps extend the applicability of alliancing to versatile contexts and resolve potential inter-actor conflicts. For practitioners, we offer a framework for assessing the applicability of project alliancing in delivering the expected solutions, choosing appropriate governance mechanisms, and assessing organizations’ readiness to participate in alliances.</div></div>","PeriodicalId":48429,"journal":{"name":"International Journal of Project Management","volume":"43 5","pages":"Article 102737"},"PeriodicalIF":7.4,"publicationDate":"2025-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144604352","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