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International Journal of Managing Projects in Business
Journal Prestige (SJR): 0.36  Citation Impact (citeScore): 2 Number of Followers: 3  Hybrid journal * Containing 3  Open Access article(s) in this issue *ISSN (Print) 1753-8378 - ISSN (Online) 1753-8386 Published by Emerald  [360 journals]
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- The risks and opportunities of social procurement in construction
projects: a cross-sector collaboration perspective-
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Authors: Martin Loosemore , Robyn Keast , Josephine Barraket , George Denny-Smith , Suhair Alkilani
Abstract: This research addresses the lack of project management research into social procurement by exploring the risks and opportunities of social procurement from a cross-sector collaboration perspective. A content analysis of five focus groups conducted with thirty-five stakeholders involved in the implementation of a unique social procurement initiative on a major Australian construction project is reported. Results show little collective understanding among project stakeholders for what social procurement policies can achieve, a focus on downside risk rather than upside opportunity and perceptions of distributive injustice about the way new social procurement risks are being managed. Also highlighted is the tension between the collaborative intent of social procurement requirements and the dynamic, fragmented and temporary project-based construction industry into which they are being introduced. Ironically, this can lead to opportunistic behaviours to the detriment of the vulnerable people these policies are meant to help. The paper concludes by presenting a new conceptual framework of project risk and opportunity management from a social procurement perspective. Deficiencies in the Project Management Body of Knowledge (PMBOK) are also highlighted around an expanded project management role in meeting these new project management requirements. Social procurement is becoming increasingly popular in many countries as a collaborative mechanism to ensure construction and infrastructure projects contribute positively to the communities in which they are built. This research addresses the lack of project management research into social procurement by exploring the risks and opportunities of social procurement from a cross-sector collaboration perspective.
Citation: International Journal of Managing Projects in Business
PubDate: 2022-05-17
DOI: 10.1108/IJMPB-11-2021-0300
Issue No: Vol. ahead-of-print , No. ahead-of-print (2022)
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- Interorganizational knowledge sharing barriers and enablers: the case of
Peshawar Bus Rapid Transit project-
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Authors: Rehab Iftikhar , Catherine Lions
Abstract: The paper aims at identifying knowledge sharing barriers and enablers in an interorganizational setting at different levels of units. For this purpose, the interorganizational setting of Peshawar Bus Rapid Transit project in Pakistan is examined. This study adopts an exploratory single case study approach. The empirical data comprise semi-structured interviews and archival documents. Thematic analysis is used for analyzing the data. The findings identify distinct knowledge sharing barriers and enablers at different level of units (individual, team, organizational and interorganizational). Based on the findings, an integrative framework of knowledge sharing barriers, enablers, and levels of units is proposed. Furthermore, the findings provide guidance to managers as the findings show how different knowledge sharing barriers and enablers are important at different levels of units. This study novelty lies in determining separate sets of knowledge sharing barriers and enablers at different level of units in an interorganizational project. This study contributes to the literature on knowledge sharing by studying an interorganizational project.
Citation: International Journal of Managing Projects in Business
PubDate: 2022-05-17
DOI: 10.1108/IJMPB-11-2021-0313
Issue No: Vol. ahead-of-print , No. ahead-of-print (2022)
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- Synthesizing extreme context studies in project management journals:
introducing a time-based project management typology-
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Authors: Erik Jurgen De Waard , Jori Pascal Kalkman
Abstract: The present article analyses extreme context studies published in leading project management journals with the aim of developing a time-based typology that could be of value for the project community at large. In this study, the authors reviewed 62 articles on extreme contexts published in three main project management journals (IJMPB, PMJ and IJPM) and two specialized outlets Disaster Prevention and Management (DPM) and International Journal of Disaster Resilience in the Built Environment (IJDRBE). The authors present a typology, in which emergency, risky and disrupted (RED) contexts are related to the manageability of time. It shows that when pressure rises, due to high levels of urgency, uncertainty and ambiguity, control over time decreases, causing the organizational response to shift from formalized into improvised. Based on this review, the authors theorize the influence of extreme contexts on project management in general. The study responds to the scholarly call to advance the academic debate on the relatedness of project and temporary organizations by perceiving temporality as a continuum.
Citation: International Journal of Managing Projects in Business
PubDate: 2022-05-12
DOI: 10.1108/IJMPB-08-2021-0227
Issue No: Vol. ahead-of-print , No. ahead-of-print (2022)
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- Passionate projects: practitioner reflections on emotion management
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Authors: James Connor , Vanessa McDermott , Wilma Gillies
Abstract: The fundamental challenge for project management is dealing with people and their feelings. While there has been sporadic attention to the importance of emotions in project work, project management practices tend to neglect the role of emotions and emotional reflexivity. The authors use a symbolic interaction framework to present an in-depth exploration of emotions and emotional reflexivity in projects. Empirical data was gathered in 19 semi-structured interviews with diverse project managers to assess their experience of emotion (15 male, 4 female, early 20s to late 50s, 3–38 years of expertise). Transcribed interviews were thematically analysed using a sociology of emotions informed, grounded theory, interactional framework. The data revealed that emotional states are framed by factors specific to project management, including organisational change, project constraints and dealing with stakeholders. Explicitly managing emotions improved team engagement and project performance by acting as a catalyst for engaging in reflective practice and intuitive decision making. Given the widely held misconceptions of emotion as maladaptive, project management education must focus on empathy in communication and leadership if practitioners are to master valuable soft skills. Techniques for emotional reflection and learning feeling lessons must be incorporated into practice. The authors contribute to the emerging understanding that emotions matter in project management. The authors demonstrate the centrality of emotions in projects and the substantial impact they have on the wellbeing of practitioners and staff. Emotional reflexivity in practice, which is widely acknowledged yet tends to be ignored, is an essential part of the project manager's toolkit.
Citation: International Journal of Managing Projects in Business
PubDate: 2022-05-10
DOI: 10.1108/IJMPB-08-2021-0208
Issue No: Vol. ahead-of-print , No. ahead-of-print (2022)
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- Analysis of front end dynamic in the value co-creation with multiple
stakeholders-
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Authors: Sérgio Takahashi , Vania Passarini Takahashi
Abstract: This study aims to analyze the dynamic of front end development (discover, define and create/analysis and test phases) in the co-creation with multiple stakeholders taking into account the value creation and capture process in a strategic business, consulting project, adding knowledge sharing flows. The first phase of the study consisted of a review of the narrative literature. The method chosen for analyzing the findings is the narrative synthesis, which sought to identify and show the complementarity between the areas studied. Then, a summary of the review presents a conceptual structure. At the third phase of the study consisted of a field survey characterized for being a descriptive-exploratory and qualitative investigation based on a single case study. For the results, three phases of evolution in the relationships among stakeholders can be characterized, namely: formation, strengthening and integration. With regard to value capture, it is also possible to characterize three phases of simultaneous non-linear evolution: sharing of perceptions, ideas and experiences, self-reflection, and vision and solution. With regard to knowledge sharing, two important flows were characterized: solution development and socialization and communication, in which there is a greater relationship with the development of trust, commitment, tie strengthening and shared vision. And some insights from the perspective of integrating dynamic capabilities and front end with value co-creation with multiple stakeholders. Practical and theorical results of the evolution of value co-creation on the front end phases dynamic.
Citation: International Journal of Managing Projects in Business
PubDate: 2022-05-10
DOI: 10.1108/IJMPB-11-2021-0301
Issue No: Vol. ahead-of-print , No. ahead-of-print (2022)
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- Enhancing the quality of project management through action research
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Authors: David Coghlan , Abraham B. (Rami) Shani , Paul Coughlan
Abstract: The article brings the quality characteristics of action research to project management and explores how these quality characteristics of well-designed and executed action research can inform and enhance the practice of project management. A reflective paper. The article identifies five imperatives in bringing together action research and project management. The authors argue that project management may be conducted in a manner that is rigorous, reflective and relevant. The integration of project management and action research is not empirically described. Therefore, researchers are encouraged to test and further develop the model in relation to the design and management of projects. Practical questions are posed for implementation. The integration of action research and project management is a collaborative venture and the engagement imperative emphasizes that collaboration. By bringing together action research and project management the article integrates five imperatives: design, engagement, improvement, action and research and quality characteristics of action research to enhance project management as rigorous, reflective and relevant.
Citation: International Journal of Managing Projects in Business
PubDate: 2022-03-17
DOI: 10.1108/IJMPB-10-2021-0291
Issue No: Vol. ahead-of-print , No. ahead-of-print (2022)
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- Stakeholder analysis and landscape in a hospital project – elements and
implications for value creation
Open Access Article-
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Authors: Kari-Pekka Tampio , Harri Haapasalo , Farooq Ali
Abstract: This study primarily aims to analyse stakeholder management challenges and how these emerge in the stakeholder landscape in a large hospital project. From this analysis, the authors aim to identify the implications that stakeholder management has on value creation in a hospital project. The research method is qualitative. Empirical data were collected in three cycles: project internal documentation, thematic interviews and survey. The literature related to hospital projects, stakeholder analysis and management, stakeholder salience and landscape is summarised, informing the qualitative design of the study. The authors noted the importance of project-specific stakeholder identification, salience analysis and landscape description. The regulatory, formal and contractual stakeholders give an over-simplistic picture on stakeholder map. The operative stakeholder map and landscape describe the complexity, uncertainty, dynamism and institutional context inducing the challenges for the stakeholder management. There is an evident potential of utilising the stakeholder landscape and its elements in the resulting collaborative value creation in hospital projects. Multiple and changing stakeholders with differing expectations are an important opportunity to improve the value creation process. Stakeholder management has recently attracted much attention in the industrial project setting. This research attempts to identify the operative stakeholder landscape in a large hospital project, not to mention its impact on value creation. This study offers a framework that can help academics and project management practitioners tackle the challenges amongst project stakeholders.
Citation: International Journal of Managing Projects in Business
PubDate: 2022-05-12
DOI: 10.1108/IJMPB-07-2021-0179
Issue No: Vol. 15 , No. 8 (2022)
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- Action design research: integration of method support
Open Access Article-
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Authors: Stefan Cronholm , Hannes Göbel
Abstract: Action design research (ADR) has become widely accepted as a prominent research method within information systems when managing design-oriented research projects. One purpose of the ADR method is to provide methodological guidance for the building of IT artefacts. However, several scholars have reported a lack of guidance of method support at the micro level. This article aims to complement the macro level of the ADR method by integrating prescriptive method support at the micro level. A qualitative approach including direct content analysis. An empirical ADR project was analysed in order to identify method support that could be integrated into the ADR method. Method support at the micro level was identified for all the stages of the ADR method. The method support consists of procedural support, guiding concepts, and various techniques for the documentation of project tasks stated in the ADR method. The contribution to theory consists of aspects concerning the integration of macro and micro levels: relationships between normative and prescriptive support, continuous focus shifts, and method completeness. The contribution to practice consists of explicit suggestions for method support that could be integrated into the ADR method. This study extends previously provided knowledge by offering empirical evidence concerning theoretical constructions consisting of explicit relationships between ADR tasks and integrated method support, and elaboration on the integration of macro and micro levels.
Citation: International Journal of Managing Projects in Business
PubDate: 2022-05-10
DOI: 10.1108/IJMPB-07-2021-0196
Issue No: Vol. 15 , No. 8 (2022)
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- Using action research in innovation project management: building
legitimacy and organizational learning in an SME during a merger process-
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Authors: Constance Elizabeth Kampf, Charlotte J. Brandt, Christopher G. Kampf
Abstract: The purpose is to explore how the process of action research (AR) can support building legitimacy and organizational learning in innovation project management and portfolio practices in merger contexts. Meta-reflection on method issues in Action Research through an action research case study with an innovation group during an organizational change process. This case demonstrates an example of an action research cycle focused on building practitioner legitimacy rather than problem-solving. Key findings include (1) demonstrating how AR can be used for building legitimacy through visualizing the innovation process, and embedding those visuals in top management practices of the organization; and (2) demonstrating how AR can work as an organizational learning tool in merger contexts. This study focuses on an action research cooperation during a two-and-a-half-year period. Thus, findings offer the depth of a medium term case study. The processes of building legitimacy represent this particular case, and can be investigated in other organizational contexts to see the extent to which these issues can be generalized. For researchers, this paper offers an additional type of AR cycle to consider in their research design which can be seen as demonstrating a form of interplay between practitioner action and organizational level legitimacy. For practitioners, this paper demonstrates a connection between legitimacy and organizational learning in innovation contexts. The discussion of how visuals were co-created and used for building legitimacy for an innovation process that differs from the standard stage gate model demonstrates how engaging in AR research can contribute to developing visuals as resources for building legitimacy and organizational learning based on connections between theory and practice. This case rethinks AR practice for innovation project management contexts to include legitimacy and organizational learning. This focus on legitimacy building from organizational learning and knowledge conversion contributes to our understanding of the soft side of innovation project management. Legitimacy is demonstrated to be a key concern for innovation project management practices.
Citation: International Journal of Managing Projects in Business
PubDate: 2021-06-23
DOI: 10.1108/IJMPB-02-2020-0044
Issue No: Vol. ahead-of-print, No. ahead-of-print (2021)
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- Design science research with focus groups – a pragmatic meta-model
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Authors: Telmo Antonio Henriques, Henrique O’Neill
Abstract: The purpose of this research paper is to present a pragmatic and systematic approach to conduct and document Design Science Research (DSR) activities with Focus Groups (FGs), exploring its continuous usage and providing traceability between problem, requirements, solutions and artefacts. The approach is to conduct the research and produce the meta-model for DSR with FG, a DSR approach was adopted using a conceptual model for Action Design Research already available. The artefact is the result from a specific literature review to define requirements, a careful design and a refinement stage where it was widely used and tested in real IS implementation projects. Rigorous and committed stakeholder engagement is a critical success factor in complex projects. The main outcome of this research is a specific meta-model for DSR with FG that delivers new insights and practical guidelines for academics and professionals conducting and documenting real-world research and development initiatives deep-rooted in stakeholders' participation. The meta-model has been endorsed as a practical and useful artefact by the stakeholders participating in the IS projects where it was adopted. However, to fully demonstrate its capabilities and to become more robust, the model has to be further used and tested in other application situations and environments. The usage of FGs in DSR has already been proposed as an effective way, either to study artefacts, to propose improvements in its design or to acknowledge the utility of those artefacts in field use. The paper provides a sound contribution to this line of research by presenting a meta-model that integrates process and data, as well as a set of practical templates and forms that may be used by researchers and practitioners to conduct their projects.
Citation: International Journal of Managing Projects in Business
PubDate: 2021-05-03
DOI: 10.1108/IJMPB-01-2020-0015
Issue No: Vol. ahead-of-print, No. ahead-of-print (2021)
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- The value of project management to competitiveness: key factors from a
holistic and practical perspective-
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Authors: Cláudia Sousa Silva, Cláudia Pereira, José Magano
Abstract: The contribution of project success and the organisation's efficiency is consensual in the literature. However, the value of project management (PM) brings to the organisation's effectiveness through the alignment with strategy, contributing to its competitiveness and business success, is yet little explored. This study addresses the literature gap that concerns the relationship between PM and the organisation's competitiveness, proposing a holistic conceptual model to understand of how PM brings value to the organisation. This work also aims to demonstrate the practical implications of theoretical contributions to the value of PM. For this, a detailed action research (AR) was planned to show how researchers and practitioners could work and collaborate in a real problem and prove the AR approach's adequacy to the PM field. The methodology starts with a systematic literature review (SLR), followed by content analysis to develop a conceptual model of PM's value. To validate the theoretical constructs and transfer the results to real context, an AR plan is then carried out to support a specific PM problem presented by an automotive industry company. The results have theoretical and practical implications. An original conceptual model is developed–the value of PM: Key factors–defending a multidimensional and holistic perspective to understand the PM's value. A set of key factors was identified, structured, interrelated and exemplified their practical implementation in a single company. In addition to the technical key factors identified in the literature review, the AR plan unveils crucial social aspects to improve PM's value, such as leadership, strong communication and open processes. This work shows the central role of PM methodologies in integrating and interconnecting the key factors, emphasizing the projects' strategic level. The present work was developed in a specific and particular organisational context and industry. The AR plan presents a company's original programme–Hyper Competitiveness (HC) Temple–implemented in an automotive company. Project management professionals could understand how this company implemented each key factor, defended in a conceptual model and lead the project's results to the business value. The research originality lies in rethinking PM's value to organisations from a holistic perspective: multi-dimensional, temporal, life cycle, multi-organisational, pointing out a set of technical and social key factors.
Citation: International Journal of Managing Projects in Business
PubDate: 2021-02-23
DOI: 10.1108/IJMPB-02-2020-0042
Issue No: Vol. ahead-of-print, No. ahead-of-print (2021)
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- Impact of client vendor communication on client satisfaction in
information system based projects-
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Authors: Zeeshan Rasool , Jian Xue , Javeria Awesi , Syed Arslan Abbas , Zahid Farooq
Abstract: The research focuses on the impact of client vendor communication on client satisfaction in information system projects and after client satisfaction that will bridge them toward the information system continuance intention of clients. Importance of this study is to understand the effect of client-vendor communication on client satisfaction. The sample size of the study was 200 respondents and data was collected from electrical manufacturing industries. It is a quantitative field study, and the time horizon of this study is cross-sectional. The data collected was then analyzed by doing the structural equation modeling in PLS-SEM in order to examine the relationships. Findings of this study likewise demonstrate the mediating impact of client satisfaction between the relationship of client-vendor communication and information system continuance intention as well as between the relationship of expectation confirmation and information system continuance intention. Future studies may include the multi-motive information system continuance model (MISC) to explain the constructs in more depth because it includes different dimensions of expectation confirmation which will help more to understand information system continuance intention. This study determines the role of information system continuance intention in terms of client-vendor communication and expectation confirmation through the impact of mediator client satisfaction. Previous studies have explained that client-vendor communication affects client satisfaction positively and confirmation also positively affects the client satisfaction. For this research study, the authors have identified the following research gaps. The authors also have found out that the following study is significant in a related study taken in the developed countries. On the contrary, the authors will follow the study and further observe the impact of improved risks in different cities of Pakistan that how client-vendor communication are affecting the success of information
Citation: International Journal of Managing Projects in Business
PubDate: 2021-08-27
DOI: 10.1108/IJMPB-10-2020-0305
Issue No: Vol. ahead-of-print , No. ahead-of-print (2021)
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- Developing a sustainable career through discourse: a qualitative study on
a group of Italian project managers
Open Access Article-
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Authors: Alessandro Lo Presti , Amelia Manuti , Assunta De Rosa , Angelo Elia
Abstract: The current study makes two main contributions: one theoretical and one methodological. First, it investigated the theoretical prepositions of career sustainability perspective, which appears particularly suitable for examining project managers' careers' dynamics and patterns, featured by explicit and recursive interactions between individual, temporal and contextual factors. Second, the study aimed to adopt a qualitative approach to this topic as to allow a deeper understanding of individual narratives about careers, highlighting underexplored issues and peculiarities that future research could further examine through quantitative methodologies. Project managers' careers are still an under-researched topic, especially through qualitative methods. The study applied career sustainability theory to the realm of project management, moreover, adopting a socio-constructivist perspective. Participants were 50 Italian project managers who were involved through a narrative in-depth interview that focused on career and career success. Their answers were analyzed through thematic analysis of contents and diatextual analysis. Results showed that project managers' career could be a prototypical example of sustainable career, basically described in terms of four basic constitutive dimensions as follows: time frame, social space, agency and meaning. Implications for both future theoretical expansion of career sustainability theory and project managers' career management interventions were also discussed. The originality of the paper could be found in the effort to adopt a socio-constructivist perspective to investigate the topic of career sustainability taking the exemplary case of project managers' career.
Citation: International Journal of Managing Projects in Business
PubDate: 2021-12-03
DOI: 10.1108/IJMPB-12-2020-0376
Issue No: Vol. 15 , No. 8 (2021)
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- International Journal of Managing Projects in Business
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