International Journal of Project Organisation and Management (5 papers in press)

Regular Issues

• Risk Signaling and Lifecycle Transformation in PMO Evolution: An Empirical, Mechanism-Based Framework  
  by Alin Veronika, Yusuf Latief, Leni Sagita Riantini 
  Abstract: Project management offices (PMOs) are increasingly central to organisational governance in project-based environments, yet many organisations lack a structured basis for guiding PMO evolution when existing capability configurations no longer align with strategic demands. While prior research has examined PMO roles, typologies, and maturity, limited attention has been given to the mechanisms through which capability conditions and risk signals translate into transformation decisions and performance outcomes. This study develops the AVERYL framework alignment-value evolution through risk-lifecycle transformation as a mechanism-based explanation of PMO evolution, integrating dynamic capabilities theory, institutional theory and the strategic alignment model. Four theoretical propositions are assessed against empirical patterns from 243 professionals across multiple project-based sectors. The patterns support the argument that risk functions as a signal of capability-strategy misalignment rather than a direct performance inhibitor, and that strategic capabilities influence performance primarily through lifecycle transformation. The study further introduces the AVERYL implementation framework as a structured, actionable approach for diagnosing capability gaps, interpreting risk signals, and coordinating PMO transformation across people, process, and tools dimensions.
  Keywords: PMO evolution; risk signalling; lifecycle transformation; organisational project management; governance.
  DOI: 10.1504/IJPOM.2026.10080648
   
  
• Uncovering the Black Box of Strategic HRM Practices in Project-Based Organisations: The Mediating Role of Autonomous Motivation and the Moderating Role of Project Autonomy  
  by Masako Ichiyanagi, Hidenori Sato 
  Abstract: This study investigates how strategic human resource management (SHRM) practices influence employee performance in project-based organisations (PBOs). Drawing on Self-Determination Theory (SDT), survey data from 300 IT professionals were analysed using PLS-SEM. Work design enhances contextual performance via autonomous motivation through indirect-only mediation, while culture contributes through a complementary mediation pattern with a significant total effect. Project autonomy moderates the compensationperformance relationship: the negative effect at low project autonomy attenuates and reverses at high levels, for both contextual and task performance. These findings suggest that autonomous motivation transmits workplace context effects selectively and that project autonomy acts as a boundary condition, offering insight into the SHRM "black box" in PBOs. Aligning HR strategies with project characteristics and employee motivation can enhance performance and strengthen employeeorganisation relationships. The study extends SHRM research to non-permanent structures, integrating project autonomy and employee motivation perspectives.
  Keywords: project-based organisations; strategic human resource management; high-performance work systems; self-determination theory; project autonomy.
  DOI: 10.1504/IJPOM.2026.10080820
   
  
• Gender-Based Evaluation of Managerial Competencies in the Turkish Construction Industry  
  by Elif Böcü, Sema Ergönül 
  Abstract: Managerial competence is a key determinant of project success in the construction industry, where complex processes and multiple stakeholders require effective coordination. Despite the underrepresentation of women in managerial positions, little evidence exists on whether managerial competencies differ by gender in the Turkish construction sector. This study examines the managerial competencies of middle and senior level managers using the MSAI. Data collected from 113 managers were analysed using descriptive statistics and the Mann-Whitney U test. The findings indicate that female and male managers demonstrated comparable performance across most managerial competencies. Significant differences were identified only in managing coordination and continuous improvement, with female managers scoring higher. No significant gender differences were found in organisational culture dimensions. The results suggest that womens limited representation in managerial positions is more likely associated with structural barriers than with differences in managerial competence, providing evidence to support more inclusive leadership and talent management practices.
  Keywords: managerial competencies; gender; construction industry; middle and senior managers; leadership skills; management.
  DOI: 10.1504/IJPOM.2026.10080821
   
  
• How Empowered Managers Protect Projects? The Role of Team Monitoring and Effective Project Governance  
  by Mudassar Ali, Namra Mubarak, Khuram Shahzad, Marya Tabassum 
  Abstract: Purpose: Drawing on Social Information Processing Theory, this study explores how empowering leadership influences project success through project team monitoring as a mediating factor, while also investigating the moderating role of project governance in the indirect relationship. Design: Data were collected from five organizations within the IT sector in Islamabad, Pakistan, where agile project management methodologies are implemented. The study used time-lagged data from 325 participants, including project managers and project team members. Findings: The findings reveal a significant moderated mediation effect, whereby empowering leadership enhances project success through project team monitoring, and this indirect relationship is contingent upon the level of project governance. Originality: This research contributes original evidence on the processes and contextual factors linking empowering leadership to project success.
  Keywords: empowering leadership; team monitoring; project governance; project success; social information processing theory.
  DOI: 10.1504/IJPOM.2026.10081066
   
  
• Enhancing PMO Decision Making with Robust Resource Estimation: The Bootstrapped Ordered Weighted Averaging Methodology  
  by Asim Baig, Rajeev Jain, Hamza Khokhar, Sushil Asar 
  Abstract: Project resource estimation often suffers from subjectivity and limited uncertainty quantification. This research introduces a novel methodology integrating bootstrap resampling with Ordered Weighted Averaging operators to generate robust resource allocation matrices with statistical confidence intervals i.e. Bootstrapped Ordered Weighted Averaging (B-OWA) methodology. Validation was performed on a dataset of 100+ IT projects, demonstrating superior robustness over traditional averaging methods while retaining interpretability often lost in complex AI models. The resulting percentage-based framework enables scalable application across project sizes, directly supporting improved budget accuracy and strategic resource planning. Ultimately this approach empowers PMO leaders to transition from subjective judgement to evidence-based portfolio governance, enabling more defensible resource allocation decisions.
  Keywords: Bootstrap Resampling Project Resource Estimation Confidence Intervals Resource Allocation Matrix Uncertainty Quantification Project Portfolio Management IT Project Management.
  DOI: 10.1504/IJPOM.2026.10081286