Template-Type: ReDIF-Article 1.0 Author-Name: Jardar Lohne Author-X-Name-First: Jardar Author-X-Name-Last: Lohne Author-Name: Atle Engebø Author-X-Name-First: Atle Author-X-Name-Last: Engebø Author-Name: Ola Lædre Author-X-Name-First: Ola Author-X-Name-Last: Lædre Title: Ethical challenges during construction project handovers Abstract: The paper reports on case studies of handovers in medium-large and large Norwegian construction projects. It outlines an understanding of the ethical challenges experienced during this handover as part of a wider enquiry into the ethical field in the context of the Norwegian construction industry. In addition to a literature review and document study, 41 semi-structured interviews have been carried out in accordance with a qualitative approach. Four of these were general in nature (with policy makers) and 37 case-specific (with clients, contractors and user representatives). The paper establishes a descriptive picture of significant ethical challenges at handover experienced within the Norwegian construction industry. The most prominent of these stems from the participants' own hidden agendas and power plays. Clients, contractors and subcontractors alike tend to be systematically suspicious of one another. Signs of participants repetitively utilising the complexity involved for their own benefit at the expense of others are identified. The main costs involved seem to reinforce these challenges. Further research is needed to clarify challenges and develop appropriate measures to address these issues on both operational and policy levels. Journal: Int. J. of Project Organisation and Management Pages: 31-53 Issue: 1 Volume: 12 Year: 2020 Keywords: handover; commissioning; construction; contract strategies; ethics; hidden agenda; project delivery. File-URL: http://www.inderscience.com/link.php?id=105701 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:12:y:2020:i:1:p:31-53 Template-Type: ReDIF-Article 1.0 Author-Name: Hassan Danaee Fard Author-X-Name-First: Hassan Danaee Author-X-Name-Last: Fard Author-Name: Musa Hajiani Author-X-Name-First: Musa Author-X-Name-Last: Hajiani Author-Name: Kamyar Fatemifar Author-X-Name-First: Kamyar Author-X-Name-Last: Fatemifar Author-Name: Mohammadreza Golchian Khabbaz Author-X-Name-First: Mohammadreza Golchian Author-X-Name-Last: Khabbaz Title: Leadership in project management: a scoping review Abstract: This scoping review article is a systematic literature review focusing on 'leadership in project management' with the aim of enabling future researchers to achieve a better understanding of main foci and topics of state-of-the-art studies, areas requiring further research, and/or limitations and blank or less studied subjects. To do so, we employed the five-step scoping review method (Arksey and O'Malley, 2005) in scanning and analysing pertinent articles from electronic databases. As described in the Section 2, of 1,120 citations, 56 articles matched the inclusion criteria. For each article, the key variables including main foci, research methodology, limitations, suggestions, implications, validity, reliability, conclusions, etc., were extracted in order to answer the research questions, with quantitative analysis for each variable included in the results section and a brief qualitative analysis of the results in the discussion. Finally, future research suggestions and research gaps are carefully delineated as well as a summary of our key findings. Journal: Int. J. of Project Organisation and Management Pages: 74-116 Issue: 1 Volume: 12 Year: 2020 Keywords: leadership; management; project leadership; project management; scoping review; literature. File-URL: http://www.inderscience.com/link.php?id=105705 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:12:y:2020:i:1:p:74-116 Template-Type: ReDIF-Article 1.0 Author-Name: Gabriela Fernandes Author-X-Name-First: Gabriela Author-X-Name-Last: Fernandes Author-Name: Madalena Araújo Author-X-Name-First: Madalena Author-X-Name-Last: Araújo Author-Name: Rita Andrade Author-X-Name-First: Rita Author-X-Name-Last: Andrade Author-Name: Eduardo B. Pinto Author-X-Name-First: Eduardo B. Author-X-Name-Last: Pinto Author-Name: Anabela Tereso Author-X-Name-First: Anabela Author-X-Name-Last: Tereso Author-Name: Ricardo J. Machado Author-X-Name-First: Ricardo J. Author-X-Name-Last: Machado Title: Critical factors for benefits realisation in collaborative university-industry R%D programs Abstract: This study aims to help academics and practitioners to realise the benefits resulting from collaborative university-industry research and development (R%D), by identifying the most critical factors for benefits' realisation. A literature review was conducted allowing us to compile a list of 33 most acknowledged benefits resulting from university-industry R%D collaborations, and a list of 66 critical factors for the realisation of the most acknowledged benefits identified. A benefit breakdown structure and a critical factors breakdown structure were developed to provide a better description of the 'variables' that are involved in managing benefits. A two-stage Delphi survey method, involving data analysis from seven invited experts, was conducted to identify the critical factors that should be leveraged in order to realise the most acknowledged benefits from collaborative university-industry R&D. The most common types of critical factors that contribute to benefits realisation in general are: 'strategic', 'inter-relational' and 'cultural'. Journal: Int. J. of Project Organisation and Management Pages: 1-30 Issue: 1 Volume: 12 Year: 2020 Keywords: benefits realisation; university-industry; collaborative R%D; critical factors; benefit breakdown structure; BBS; benefit critical factors breakdown structure; BCFBS. File-URL: http://www.inderscience.com/link.php?id=105712 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:12:y:2020:i:1:p:1-30 Template-Type: ReDIF-Article 1.0 Author-Name: Luiz Fernando Lima Author-X-Name-First: Luiz Fernando Author-X-Name-Last: Lima Author-Name: Filipe Quevedo-Silva Author-X-Name-First: Filipe Author-X-Name-Last: Quevedo-Silva Title: Emotional intelligence and success of project management: the mediating effect of interpersonal skills Abstract: This article aims at evaluating the relationship between emotional intelligence, project management interpersonal skills, and successful project management; more specifically, analysing the mediating effect that the manager's skills have on the direct relationship between emotional intelligence and the success of project management. A quantitative study was conducted among 119 respondents in Brazil. Data were analysed using structural equation modelling. The results show a positive and significant relationship between emotional intelligence and the project manager's interpersonal skills and between skills and the success at project management. The influence of emotional intelligence in the success at project management is completely mediated by the project manager's interpersonal skills. The proposed model suggests that there is not a direct effect of emotional intelligence on the success at project management. This effect occurs indirectly, via the interpersonal skills of the project manager. Journal: Int. J. of Project Organisation and Management Pages: 54-73 Issue: 1 Volume: 12 Year: 2020 Keywords: emotional intelligence; project; project management; project organisation; interpersonal skills; performance; structural equation modelling; SEM; quantitative research; project success; Brazil. File-URL: http://www.inderscience.com/link.php?id=105714 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:12:y:2020:i:1:p:54-73 Template-Type: ReDIF-Article 1.0 Author-Name: Deepa Bura Author-X-Name-First: Deepa Author-X-Name-Last: Bura Author-Name: Amit Choudhary Author-X-Name-First: Amit Author-X-Name-Last: Choudhary Title: A novel change impact model for enhancing project management Abstract: Software systems changes constantly with time. Changing the software affects all the classes associated with it. For effective project management it becomes important to predict change impact classes in earlier phases of software life cycle. This paper aims to develop a novel model using dynamic metrics and several behavioural dependencies. Using code analyser trace events 30 different metrics are analysed which are further used for refining the degree of change impact feature of a class. Further the model is validated using K-means clustering technique, naïve Bayes classification and logistic regression in WEKA tool. Validation of the model is done using open source software Art of Illusion (AoI). Journal: Int. J. of Project Organisation and Management Pages: 119-132 Issue: 2 Volume: 12 Year: 2020 Keywords: change impact; notability; frequency; change prone classes; project management; software metrics; software development; software maintenance; software engineering; software reengineering. File-URL: http://www.inderscience.com/link.php?id=106373 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:12:y:2020:i:2:p:119-132 Template-Type: ReDIF-Article 1.0 Author-Name: Rodrigo F. Herrera Author-X-Name-First: Rodrigo F. Author-X-Name-Last: Herrera Author-Name: José Matus Author-X-Name-First: José Author-X-Name-Last: Matus Author-Name: Carlos Santelices Author-X-Name-First: Carlos Author-X-Name-Last: Santelices Author-Name: Edison Atencio Author-X-Name-First: Edison Author-X-Name-Last: Atencio Title: Interaction between project management processes: a social network analysis Abstract: The PMBOK® Guide identifies 49 processes of project management that are instrumental to project success. To find the level of real integration of processes, the relationship between the 49 processes that compose it is analysed through the technique of social network analysis (SNA). SNA focuses on the structure of links within a set of actors, e.g., groups, people, organisations, or the products of human activity or knowledge such as websites. This technique uses graph theory to explain relationships to from mathematical indicators. The PMBOK® links their processes effectively and thanks to this research it is evident that there is a strong relationship of reciprocal dependence between each process. Journal: Int. J. of Project Organisation and Management Pages: 133-148 Issue: 2 Volume: 12 Year: 2020 Keywords: PMBOK; Project Management Institute; PMI; project management; social network analysis; SNA; process group; knowledge area; network metrics; node; integration; edges. File-URL: http://www.inderscience.com/link.php?id=106374 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:12:y:2020:i:2:p:133-148 Template-Type: ReDIF-Article 1.0 Author-Name: Chaher Zid Author-X-Name-First: Chaher Author-X-Name-Last: Zid Author-Name: Narimah Kasim Author-X-Name-First: Narimah Author-X-Name-Last: Kasim Author-Name: Ali Raza Soomro Author-X-Name-First: Ali Raza Author-X-Name-Last: Soomro Title: Effective project management approach to attain project success, based on cost-time-quality Abstract: The project management has been described as managing resources on a given activity of an organisation unit dedicated in order to meet the attainment of a goal and successful completion of the development project. Developing the best practice of project management is a big challenge which must be in conformance with predetermined performance specifications to avoid delays, overrun cost, quality reduction and to meet the specific requirements of stakeholders as well. This research paper reviews the literature on the project management relevant to the project success and determines these specific success criteria and the value of the iron triangle cost-time-quality to better practice for project management. Moreover, this paper proposes that project success can be defined in terms of the integration of the project management and success criteria 'cost-time-quality' to meet the satisfaction and the expectation of the stakeholders. Journal: Int. J. of Project Organisation and Management Pages: 149-163 Issue: 2 Volume: 12 Year: 2020 Keywords: project management; success criteria; cost-time-quality; project success; satisfaction of stakeholders. File-URL: http://www.inderscience.com/link.php?id=106376 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:12:y:2020:i:2:p:149-163 Template-Type: ReDIF-Article 1.0 Author-Name: Ringgy Masuin Author-X-Name-First: Ringgy Author-X-Name-Last: Masuin Author-Name: Yusuf Latief Author-X-Name-First: Yusuf Author-X-Name-Last: Latief Author-Name: T. Yuri Zagloel Author-X-Name-First: T. Yuri Author-X-Name-Last: Zagloel Title: Development of integration risk on integrated management system in order to increase organisational performance of construction company Abstract: Globalisation makes all organisation must have a robust management system to manage their organisation. The implementation of integrated management system (quality, health and safety, environment management systems) began in the manufacturing industry, then currently being researched for its application in the construction industry. If the risk can be recognised and managed well, it will become a strategy for improving organisational performance. Therefore, this study will discuss risks that can arise in integrated management system process that causes increasing organisational performance. This research uses relative important index to know the highest risk. Results explain the variables/clauses to improve organisational performance are scope of organisation and leadership. Construction company must be able to motivation their worker by its leadership in doing integrated management system and to define scope of organization, especially integrated work breakdown structure in integrated management system. Journal: Int. J. of Project Organisation and Management Pages: 164-177 Issue: 2 Volume: 12 Year: 2020 Keywords: integration risk; integrated management system; organisational performance; construction company. File-URL: http://www.inderscience.com/link.php?id=106379 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:12:y:2020:i:2:p:164-177 Template-Type: ReDIF-Article 1.0 Author-Name: Eddy Suprapto Author-X-Name-First: Eddy Author-X-Name-Last: Suprapto Author-Name: Dwi Budi Santoso Author-X-Name-First: Dwi Budi Author-X-Name-Last: Santoso Author-Name: Muhammad Kholisul Imam Author-X-Name-First: Muhammad Kholisul Author-X-Name-Last: Imam Author-Name: Girindra Mega Paksi Author-X-Name-First: Girindra Mega Author-X-Name-Last: Paksi Title: Does cooperative participant strengthen small and medium enterprises competitiveness in East Java? Abstract: Since 2008, the numbers of cooperatives in East Java have almost doubled, which expected to increase small and medium enterprise (SME) competitiveness through easier access to financial aid. Likewise, the number of SME in East Java is also increased. However, its growth rate is still lower than that of cooperatives. Therefore, this research aims to learn whether cooperatives in East Java can improve SME competitiveness by understanding the impact of cooperative participation towards SME revenues. Here, treatment effect is conducted not only to estimate the magnitude of that impact, but also to identify the factors determining SME perceptions of entering cooperative. This research uses primary data, collected from 75 cooperative participant SMEs and 75 of non-cooperative participant SMEs. The result shows that SME revenues for cooperative participant are higher than that of non-cooperative participant, indicating the cooperative significantly contributes to increase SME revenues. Moreover, supported by SME perception for joining cooperative, the interest of SMEs participates in cooperative mainly due to its capability in widen market shares and providing resources for SMEs production in competitive ways. From SME perspectives, cooperative should be able to strengthen SME networks in both input and output markets; thus, SME competitiveness may be increased. Journal: Int. J. of Project Organisation and Management Pages: 178-189 Issue: 2 Volume: 12 Year: 2020 Keywords: cooperative participation; SME competitiveness; treatment-effect model. File-URL: http://www.inderscience.com/link.php?id=106380 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:12:y:2020:i:2:p:178-189 Template-Type: ReDIF-Article 1.0 Author-Name: Liubov Ryumshina Author-X-Name-First: Liubov Author-X-Name-Last: Ryumshina Title: Sociocultural analysis of means of influence on subordinates by managers prone to manipulations Abstract: With the advent of transnational organisations, research aimed at finding psychological universals common to various cultures and their differences has become extremely relevant. Of great interest in this regard are sociocultural studies of the characteristics of the psychological influences of managers, ensuring the coherence of the work of the production group. The aim of our study: using the example of Russian and British managers to study the characteristics of their manipulative influences on subordinates. The paper lists and explains sociocultural differences in the choice of manipulation tools by managers and the attitude of their subordinates towards them. The study confirmed that the choice of a manipulative way of interaction is determined by a combination of internal and external causes, including cultural differences. The presence of internal causes of manipulation makes possible the emergence of 'manipulators' in any culture, and sociocultural differences determine the characteristics of the implementation of their manipulative inclinations. Journal: Int. J. of Project Organisation and Management Pages: 190-199 Issue: 2 Volume: 12 Year: 2020 Keywords: transnational organisations; Russian culture; British culture; manager; subordinates; influence; manipulations; internal causes; external causes; sociocultural differences. File-URL: http://www.inderscience.com/link.php?id=106384 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:12:y:2020:i:2:p:190-199 Template-Type: ReDIF-Article 1.0 Author-Name: Adisak Suvittawat Author-X-Name-First: Adisak Author-X-Name-Last: Suvittawat Author-Name: Napaporn Janchai Author-X-Name-First: Napaporn Author-X-Name-Last: Janchai Title: Identification of tourist's image factors for the tourism large scale projects planning: a case study of Bangnamphung Floating Market, Samut Prakan Province, Thailand Abstract: Floating markets are uniquely Thai and tourists from all over the world come for this buzzing shopping experience. This quantitative research project focused on the tourists perceptions of the Bangnamphung floating market just outside of Bangkok, Thailand. The study focused on tourist attractions, tourist activities, products sold at the market, floating market accessibilities, facilities and services as well as the participation of the local community in the floating market. The main purpose for going to the floating market was shopping for reasonable local products while supporting the local economy. The tourist attractions were of secondary nature with a focus on preserving local culture and heritage. Accessibility and parking were the key decisive factors for choosing this particular market. This research has significant implication for tourism development and project management practices. It contributes to enhance discussions about large scale participatory tourism project management in the global context. Journal: Int. J. of Project Organisation and Management Pages: 200-211 Issue: 2 Volume: 12 Year: 2020 Keywords: destination tourism; floating market; project management; tourism components; tourism large scale project; Thailand. File-URL: http://www.inderscience.com/link.php?id=106385 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:12:y:2020:i:2:p:200-211 Template-Type: ReDIF-Article 1.0 Author-Name: Debasis Sarkar Author-X-Name-First: Debasis Author-X-Name-Last: Sarkar Author-Name: Jishnu Gohel Author-X-Name-First: Jishnu Author-X-Name-Last: Gohel Author-Name: Keval Dabasia Author-X-Name-First: Keval Author-X-Name-Last: Dabasia Title: Organisation, management and optimisation of ready mixed concrete delivery for commercial batching plants of Western India Abstract: This paper is an attempt to organise, manage and develop a delivery schedule model with real time data for a commercial ready mixed concrete (RMC) plant in Ahmedabad city of Gujarat in Western India. Without a proper delivery schedule, either a truck-mixer would need to wait for the concrete to be placed at site or the construction site would need to wait for the truck-mixer to arrive on time. It has been observed after 101 iterations in MATLAB software that the dispatch scheduling sequence 1, 2, 2, 1, 1, 3, 2, 3, 2, 3, 3, 3 has the least total waiting time of 155.4 minutes. After validating the same model with real time data, it has been observed that for the above dispatching sequence, the total waiting time is 153 minutes with one obstruction resulting in a delay of 48 minutes for the casting of concrete at site. Furthermore, based on the computations, it is recommended that the plant authorities need to increase the number of RMC truck-mixers from five to seven for uninterrupted and smooth delivery of RMC from plant to site. Journal: Int. J. of Project Organisation and Management Pages: 276-316 Issue: 3 Volume: 12 Year: 2020 Keywords: ready mixed concrete; RMC; dispatching sequence; construction sites; truck-mixer; optimisation. File-URL: http://www.inderscience.com/link.php?id=108935 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:12:y:2020:i:3:p:276-316 Template-Type: ReDIF-Article 1.0 Author-Name: Saad Zighan Author-X-Name-First: Saad Author-X-Name-Last: Zighan Title: Motivational paradox: a Delphi study to reach a consensus knowledge regarding individual vs. team motivation in the context of project-based organisations Abstract: Motivation can have paradoxical effects on the performance of projects and their outcomes. The aim of this study is to develop an effective system of motivation in the context of project-based organisations. The responses were captured through a four-round of online-Delphi. The study finds a strong reciprocal relationship between the motivation at individual level and motivation at team level, since the sub-objectives that individuals pursue are likely to be strongly related to each other and contribute to the goal that the team mutually generates and pursues. Motivation at individual and team level is correspondingly consistent in terms of three main aspects: goal-generation, goal-striving and motivational-states. Thus, an inclusive conceptualisation of motivation within the project team requires a multilevel-approach of horizontal and vertical alignments of motivational objectives and practices. This could be attained by developing an appropriate project structure and team process that can maximise individuals' contributions and minimise the inter-conflict. Journal: Int. J. of Project Organisation and Management Pages: 240-259 Issue: 3 Volume: 12 Year: 2020 Keywords: project-based firms; people in project-based organisations; motivation. File-URL: http://www.inderscience.com/link.php?id=108936 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:12:y:2020:i:3:p:240-259 Template-Type: ReDIF-Article 1.0 Author-Name: Fernando Muñoz Author-X-Name-First: Fernando Author-X-Name-Last: Muñoz Author-Name: Sergio Chion Author-X-Name-First: Sergio Author-X-Name-Last: Chion Title: Influence of indirect internal stakeholders on the performance of strategic projects: understanding the behaviour of projects in universities in Bogotá Abstract: The purpose of this paper is to discover the effect of the extent, engagement, and empowerment of indirect stakeholders on the performance of internal strategic projects through the moderating effect of complexity. This research was conducted in the City of Bogotá in public and private universities from a sample of 356 respondents. The system of statistical analysis used to test the hypothesis of the research was structural equation modelling (SEM). The proposed model has an endogenous latent variable called performance of internal strategic project, and three exogenous variables called stakeholder extent, stakeholder engagement, stakeholder empowerment, and as moderating variable, project complexity. The findings carry theoretical implications for these bodies of knowledge in management: project management and strategic management. Stakeholder extent has a significant effect on performance of internal strategic projects. Stakeholder engagement does not have a significant effect on performance of internal strategic projects. Stakeholder empowerment has a significant effect on performance of internal strategic projects. Complexity is the moderating variable between stakeholder extent and stakeholder engagement on performance of internal strategic projects. This paper's originality is manifest in the variables used, and in its depth of analysis of a gap found in the literature related to indirect stakeholders. Journal: Int. J. of Project Organisation and Management Pages: 213-239 Issue: 3 Volume: 12 Year: 2020 Keywords: project management; indirect stakeholder(s); project performance; strategic project management; stakeholder theory; strategic management; structural equation modelling; SEM. File-URL: http://www.inderscience.com/link.php?id=108938 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:12:y:2020:i:3:p:213-239 Template-Type: ReDIF-Article 1.0 Author-Name: Jabran Khan Author-X-Name-First: Jabran Author-X-Name-Last: Khan Title: Impact of authentic leadership on project success through the explanatory mechanism of psychological capital and psychological empowerment in the contextual setting of Pakistan Abstract: The primary purpose of the present study is to explore the effect of the perceived authentic leadership of project manager on project success. Furthermore, the present study investigated the role of perceived psychological capital and perceived psychological empowerment as intervening mechanisms. A time-lagged design was used to obtain individual responses from employees working for project-based organisations in Pakistan. Data was collected through adopted questionnaires from 271 employees about the variable of interest. Moreover, then different tests are performed for model fitness, correlation, and drawing inferences. The current study finds out that the authenticity of leadership in project-based organisations plays a vital role in the successful completion of projects. Moreover, the result also proves that psychological capital and psychological empowerment significantly mediates the relationship between authentic leadership and project success. The present study was carried out in two-time lags, multiple time lags are desirable. Furthermore, the present study is limited to the context of Pakistan, cross-cultural studies are proposed. Scholars are encouraged to study the different style of leadership in the project-based organisation to find out critical success factors. Journal: Int. J. of Project Organisation and Management Pages: 260-275 Issue: 3 Volume: 12 Year: 2020 Keywords: authentic leadership; psychological empowerment; psychological capital; project success; project base organisations; Pakistan. File-URL: http://www.inderscience.com/link.php?id=108940 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:12:y:2020:i:3:p:260-275 Template-Type: ReDIF-Article 1.0 Author-Name: Omid Haass Author-X-Name-First: Omid Author-X-Name-Last: Haass Author-Name: Neda Azizi Author-X-Name-First: Neda Author-X-Name-Last: Azizi Title: Challenges and solutions across project life cycle: a knowledge sharing perspective Abstract: Implementation of knowledge sharing frameworks within project-based organisations often fails due to numerous challenges and obstacles. This study focuses on identifying the challenges and solutions of knowledge sharing within project life cycle. Particularly, this research investigates the challenges and solutions of knowledge sharing via a single case study conducted in an Iranian consulting engineers firm. By doing so, we designed a questionnaire in developing the concept of knowledge sharing and moving toward a more comprehensive knowledge sharing framework based on systemic literature review. The analysis of the case study assisted us to develop a conceptual framework to overcome the identified obstacles and challenges of knowledge sharing. This study also aims to provide a practical framework to assist knowledge management professionals in successful implementation of knowledge sharing initiatives within project-based organisations. Journal: Int. J. of Project Organisation and Management Pages: 346-379 Issue: 4 Volume: 12 Year: 2020 Keywords: knowledge sharing; knowledge management; project management; project-based organisation; PBO; KM; project life cycle; conceptual framework. File-URL: http://www.inderscience.com/link.php?id=111067 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:12:y:2020:i:4:p:346-379 Template-Type: ReDIF-Article 1.0 Author-Name: Fanny Seus Author-X-Name-First: Fanny Author-X-Name-Last: Seus Author-Name: Marion A. Weissenberger-Eibl Author-X-Name-First: Marion A. Author-X-Name-Last: Weissenberger-Eibl Author-Name: Rubina Zern-Breuer Author-X-Name-First: Rubina Author-X-Name-Last: Zern-Breuer Title: Considering representational gaps - how subsidiaries' relationship affects multi-location project management Abstract: Our study of project cooperation between two company subsidiaries addresses everyday challenges in project management with a new focus on shared cognition. By conducting 36 in-depth interviews, we found that the relationship between the subsidiaries affects team-level perception in distributed product development. Based on the each subsidiary's specific role, each team develops a joint representation, or mental model, of the task and its role in the project. Having different roles, the teams' understanding of the project differs. With inconsistent assumptions and divergent expectations, the two mental models are incompatible. From this phenomenon called representational gaps, goal conflicts arise. We advance project management research by identifying the relationship of the cooperating groups - a result from the respective roles the subsidiaries play in the company's strategy - to be an important driver of typical challenges in project management. Consequently, we propose a model that acknowledges the influence of the site strategy on project cooperation, an aspect of everyday project management, rather neglected so far. Journal: Int. J. of Project Organisation and Management Pages: 321-345 Issue: 4 Volume: 12 Year: 2020 Keywords: international project management; representational gaps; shared cognition; distributed teams; headquarters-subsidiary relations; distributed product development. File-URL: http://www.inderscience.com/link.php?id=111068 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:12:y:2020:i:4:p:321-345 Template-Type: ReDIF-Article 1.0 Author-Name: Smita Chaudhry Author-X-Name-First: Smita Author-X-Name-Last: Chaudhry Title: Exploring the determinants of client opportunism: a study of IT service projects Abstract: Project literature has paid limited attention to opportunism in service relationships. Service relationships are characterised by intangibility, dependence for value co-creation and misalignment of partner goals. Considering this distinctiveness, a multiple case study method was employed to identify determinants of client opportunism in IT service projects. Results of content analysis showcase organisational and project level factors that can promote opportunity, propensity and incentive for client opportunism. They also highlight the role played by client maturity and client project manager in influencing opportunism. Besides, the study underscores the importance of vendor perception of client opportunism. Research directions and practical implications are discussed. Journal: Int. J. of Project Organisation and Management Pages: 407-427 Issue: 4 Volume: 12 Year: 2020 Keywords: client opportunism; opportunity for opportunism; propensity for opportunism; incentive for opportunism; client project manager; multiple case study; client maturity; IT service projects. File-URL: http://www.inderscience.com/link.php?id=111070 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:12:y:2020:i:4:p:407-427 Template-Type: ReDIF-Article 1.0 Author-Name: Jeffrey M. Voth Author-X-Name-First: Jeffrey M. Author-X-Name-Last: Voth Title: M%A integration: in search of a mega-project lens Abstract: Through a multi-case study investigating mergers and acquisitions at three leading aerospace and defence firms, I propose adopting a mega-project delivery model for navigating large-scale post-merger integration activity and introduce an empirically based conceptual framework identifying five synergistic success factors that support the integration team and capture deal value. In alignment with a mega-project management approach, these factors include an integration strategy aligned with the deal rationale and organisational context; adaptive, engaged leadership that remains accountable through progress metrics; a comprehensive communications plan addressing all stakeholders; successful management of cultural integration; and identification of an appropriate speed for the specific integration activities. Journal: Int. J. of Project Organisation and Management Pages: 380-406 Issue: 4 Volume: 12 Year: 2020 Keywords: mega-project management; MPM; post-merger integration; PMI; contingency theory; temporary organisations; acquisitions; aerospace and defence. File-URL: http://www.inderscience.com/link.php?id=111074 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:12:y:2020:i:4:p:380-406