International Journal of Project Organisation and Management (13 papers in press)

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  The influence of organisational agility and stakeholder management on the success of projects: an empirical study from the oil and gas sectors ( Free Full-text Access )

  by Muh Arifuddin Budiman, Budi Widjaja Soetjipto, Ratih Dyah Kusumastuti, Setyo Wijanto 
  Abstract: The 21st century business environment faces turbulent changes and uncertainties that affect all aspects of organisations. A successful organisation should be agile, and the people in charge should consider the external stakeholders' interests in order to adapt to various situations. This study aimed to determine how organisational agility and stakeholder management affect the success of projects in the upstream oil and gas sectors. A quantitative research method was employed for data analysis. The results confirmed that both organisational agility and stakeholder management have direct and significant effects on the success of projects. The study identified the essential role of strategic management literacy in mediating the relationship of organisational agility, stakeholder management, and project success, and it provided insight for managers in organisations regarding how to foster the likelihood of the success of projects.
  Keywords: organisational agility; stakeholder management; project success; upstream oil and gas.
  DOI: 10.1504/IJPOM.2024.10065523
   
  
• A Framework for Drivers of Stakeholder Mis-Management in Construction Projects  
  by Lahiru Kushan Gunawardena, Amir Hossein Ghapanchi 
  Abstract: This paper discusses stakeholder mismanagement in construction projects and identifies the factors that lead to it. This empirical study adopts a secondary data analysis method. Six main themes were identified for stakeholder mismanagement, namely: poor communication and stakeholder relationships, unethical practices and corruption, lack of skills and experience, regulatory issues and complexity, poor organisational and project practices, and inadequate implementation of project management processes. The qualitative analysis undertaken shows that unethical practices and corruption play a significant role in stakeholder mismanagement, and they have ripple effects on many aspects within projects. The drivers found herein will allow practitioners to identify stakeholder mismanagement early in the project and maintain project integrity.
  Keywords: project management; stakeholder management; construction project; stakeholder mismanagement.
  DOI: 10.1504/IJPOM.2024.10056278
   
  
• Strategies to Improve Communication Among Multicultural Teams involved in Construction Projects  
  by Jessica Justin Sundeep, Amir Hossein Ghapanchi 
  Abstract: The globalised construction environment necessitates the formation of multicultural teams (MCTs), with significant levels of collaboration. Although literature recognises the importance of communication strategies, it does not explicitly provide a structured taxonomy of strategies for improving communication in construction projects with multicultural teams. Therefore, this research explores the question What are the possible strategies to improve communication in multicultural teams involved in construction projects? Herein, a qualitative research approach was used to sift through data from ten case studies in the construction sector. The findings led to the development of a framework that may be used to enhance engagement and control conflicts. The approaches covered the necessity of a global communication mindset, the significance of localisation, and the use of adaptive, intercultural, and Interactive communication strategies. There are suggestions for specific practitioners for interpersonal communication and cultural sensitivity.
  Keywords: multicultural teams; construction projects; communication; strategies; local culture; cultural sensitivity.
  DOI: 10.1504/IJPOM.2024.10056790
   
  
• Self-managed teams a literature review of a project organisation  
  by Simon Krause, Hana Stojanova, Viktoria Joy Behrens, Johannes Engelbert Hangl 
  Abstract: This article has examined the concept of self-managed teams. It explores the research question, Is the concept of self-managed teams a fundamental organisational approach or just a limited management method?. A state of research on the topic of self-managed teams has been defined. According to Mayring, a qualitative content analysis method was used to analyse the literature and interpret the results. Furthermore, the influencing factors that make up the concept of self-managed teams have been analysed and shown how they develop and interact with each other. We show that the concept of self-managed teams claims to be perceived as a comprehensive organisational approach rather than a limited management method. We discuss the possibilities of empirically supporting our findings through future research.
  Keywords: self-managed teams; project organisation; influencing factors.
  DOI: 10.1504/IJPOM.2024.10057470
   
  
• Managing opportunism in stakeholder relationships: Case of a hospital construction project alliancing  
  by Farooq Ali, Harri Jouni Olavi Haapasalo, Kari-Pekka Tampio 
  Abstract: Large hospital construction projects demand a better way to deal with uncertainty and complexity connected with the large number and variety of stakeholders, their individual goals, and the alignment of their goals with the shared project goals. As observed by various scholars, these conditions often lead to opportunistic behaviours among project stakeholder and negatively impact their relationships. This article aims to address the issue of opportunism in construction projects by proposing a list of mechanisms and related actions that can develop collaborative behaviour among project stakeholders and restrict opportunism. We have adopted the qualitative research approach and applied the systematic text condensation method in this study. Our findings suggest that different mechanisms need to be adopted in tandem depending on the project delivery method. Accordingly, project managers need to apply these mechanisms and related actions in different phases of project alliancing.
  Keywords: construction project; project alliancing; opportunistic behaviour; collaborative behaviour; collaboration; opportunism.
  DOI: 10.1504/IJPOM.2024.10059623
   
  
• Servant Leadership and Megaproject Citizenship Behaviour: The Mediating Role of Psychological Ownership  
  by Deribe Aga 
  Abstract: The aim of this paper is to examine the linkage between servant leadership and project citizenship behaviour through the mediating role of project psychological ownership. Results of a field survey of 338 randomly selected project employees who worked at a hydroelectric power project in Ethiopia show that servant leadership has a significant positive effect on project citizenship behaviour. The study also finds that psychological ownership plays a mediating role in the relationship between servant leadership and project citizenship behaviour. These findings add insights to the existing project management literature by showing how citizenship in (mega) projects can be promoted. The paper discusses the theoretical and practical implications of these findings.
  Keywords: megaproject; servant leadership; psychological ownership; project citizenship behaviour; PCB.
  DOI: 10.1504/IJPOM.2024.10060434
   
  
• Managing Stakeholder Engagement in Australian Not-for-Profit Projects: Implications of the COVID-19 Pandemic  
  by Stephanie Lim, Samer Skaik 
  Abstract: This study aims to identify and prioritise the critical success factors (CSFs) that enable stakeholder engagement in Australian not-for-profit (NFP) projects and investigate the extent to which COVID-19 has impacted these CSFs. A comprehensive literature review of relevant journal articles identified eight factors crucial for stakeholder engagement in NFP projects. To obtain empirical data, a questionnaire survey was administered to NFP project practitioners across Australia. The results of the study indicate a shared perception among different activity groups regarding the significance of the identified CSFs. The study also reveals that the COVID-19 pandemic has negatively impacted stakeholder engagement in NFP projects. The implications of these findings suggest that NFP projects in Australia should prioritise effective communication, stakeholder identification and understanding, and clear project objectives to overcome the challenges posed by the pandemic and enable successful stakeholder engagement.
  Keywords: Australia; COVID-19; critical success factors; CSFs; not-for-profit; NFP; stakeholder engagement.
  DOI: 10.1504/IJPOM.2024.10060715
   
  
• A collaborative delivery model with multi-party contract for industrial engineering projects  
  by Tommi Pauna, Jaakko Kujala, Kirsi Aaltonen 
  Abstract: Industrial engineering projects are temporary, engineering- and technology-intensive capital projects of usually private sector investors. These projects require the integration of knowledge and competencies from various actors as well as effective interorganisational collaboration. However, in practice, the integration of knowledge and competencies and achieving comprehensive collaboration are challenging because of the absence of working models and guidelines for contractual arrangements in this context. To address this, action design research was applied, and a new collaborative delivery model called the EPCA (engineering, procurement, and construction alliancing) model was developed together with project practitioners. The EPCA delivery model engages key actors early on to identify joint themes and issues that benefit from collaboration and manage them through jointly defined risk and reward sharing structures. This paper identifies how multi-party arrangements with collaborative practices can be used and the key issues that should be addressed through collaborative arrangements in industrial engineering projects.
  Keywords: industrial engineering projects; interorganisational collaboration; knowledge integration; project delivery model; multi-party contract; action design research.
  DOI: 10.1504/IJPOM.2024.10060877
   
  
• Competency Diagnosis Models according to Project Typology  
  by Nelson Rosamilha, Luciano Ferreira Da Silva, Renato Penha 
  Abstract: In response to the competitive and dynamic business landscape, organisations must enhance their activities by developing competencies, a critical success factor in project management. This article proposes a competency diagnosis model for project professionals based on project typology, drawing insights from academic and practitioner sources. The exploratory descriptive study comprises three stages: 1) a systematic literature review of 18 articles from Scopus and Web of Sciences; 2) mapping of grey literature; 3) analysis of 57 patents from Espacenet. The model facilitates competency diagnosis, comparison, and evaluation within project typologies, enabling organisations to identify gaps and select professionals aligned with project requirements. This contribution supports universities in adapting educational programs to meet competency demands for both the workforce and research pursuits.
  Keywords: competency; project professional; projects; project management; competency diagnosis; project typology.
  DOI: 10.1504/IJPOM.2024.10061352
   
  
• Self-managed project teams consist of three key factors that influence their effectiveness: trust, understanding, and power  
  by Simon Krause, Hana Stojanova, Viktoria Behrens, Johannes Hangl 
  Abstract: This paper explores the factors that impact trust, understanding, and power in self-managed teams. It utilises 15 expert interviews to confirm that these three factors are the primary influencing factors in self-managed teams and that there are no other factors. The study found that trust has the most substantial influence at 82.67%, followed by power at 81.33% and understanding at 80.67%. The interviewees' other influencing factors could be categorised under these three factors. Experts were selected based on their experience in the IT industry and with self-managed project teams. As a result, the study's findings can be generalised to the IT industry. The paper aims to provide insight into how these factors can be developed and enhanced to support self-managed teams.
  Keywords: self-management; self-managed project teams; influence factors; trust; understanding; power; expert interviews.
  DOI: 10.1504/IJPOM.2024.10063265
   
  
• Critical Factors and Intention to use Public Private Partnership in Public Projects in Ghana: The Mediating Role of Institutional Quality  
  by Agyapong Daniel, Osman Light, Francis Gyesaw 
  Abstract: The paper examines the mediating role of institutional quality in the relationship between the critical factors and the intention to use PPP in public projects in Ghana. The paper employed a quantitative approach and an explanatory design. Data was collected from a sample of 186 managerial staff among MMDAs in Ghana. Data was processed using SPSS (version 25) and SmartPLS. The analytical tool was partial least squares structural equation modelling. The paper found that financial and non-financial factors have a significant positive effect on the intention to use PPP in public projects in Ghana. The paper found that institutional quality partially mediates the relationship between financial factors and the intention to use PPP in public projects but does not mediate the relationship between non-financial factors and the intention to use PPP in public projects. The paper found that institutional quality partially mediates the relationship between financial factors and intention to use PPP in public projects, but did not mediate in the relationship between non-financial factors and intention to use PPP in public projects. Policymakers can promote the use of PPPs by prioritising financial and non-finance factors and promoting institutional quality.
  Keywords: critical factors public private partnership institutional quality intention to use.
  DOI: 10.1504/IJPOM.2025.10064250
   
  
• Cross-functional Integration Case Study from Project Management Office: Impacts, Controversies and Inhibitors  
  by Felipe Ribeiro, Márcio Lopes Pimenta, Ederson Piato, Daniel Jugend, Adilson Da Silva Mello, Per Hilletofth, Olli-Pekka Hilmola 
  Abstract: This research concerns how cross-functional integration can support a project management office (PMO) in achieving its goals in the execution of investment projects. A case study was accomplished in a large state-owned Brazilian enterprise that produces and transmits electric power. The results showed several factors that generate cross-functional integration, such as communication and group spirit support. These factors can generate the following impacts: enhanced control over process development; effectiveness of processes/projects; and standardisation of processes. Research also conceptualised the role of integration inhibitors that end up negatively influencing the joint performance of functional areas, decreasing the support that cross-function integration provides for the operation of a PMO. Moreover, another concept of cross-functional integration that emerged from the case is related to controversies that are integration initiatives generating positive results in parts of the process, but generate dysfunctions in other hierarchical levels or stages of the process.
  Keywords: integration; project management office; PMO; integration failures; cross-functional teams.
  DOI: 10.1504/IJPOM.2025.10065327
   
  
• A Critique of Project Management Research  
  by Bijan Jamshid-Nejad 
  Abstract: Project Management studies are predominantly conducted by inductive reasoning based on a positivist philosophy. This paper is an organized attempt to shed light on the hidden weaknesses of project management research. The weaknesses are categorized in three categories: research design, definitions and measurements, and analysis. The key weaknesses discussed in this paper include: lack of a general underlying theory, issues with positivism and statistical modeling, and dearth of explanatory models. To address these weaknesses, mixed-method research based on a critical realist philosophy is suggested. As an example, the effects of environmental complexity on projects were presented. This example demonstrates how a mixed-method approach, grounded in critical realism, can provide deeper insights and a more comprehensive understanding of the relationships between environmental factors and project performance. By embracing a critical realist perspective and employing mixed-method research, project management scholars can pave the way for more contextually-relevant and explanatory studies in this multifaceted field.
  Keywords: Project Management; Research philosophy; Critical Realism; Mixed-method Research Methodology.
  DOI: 10.1504/IJPOM.2025.10065345