International Journal of Project Organisation and Management (17 papers in press)

Regular Issues

• Does Temporal Distance (Still) Affect the Performance of Virtual Teams?  
  by Idan Roth, Dov Te'eni 
  Abstract: Many were optimistic that virtual collaboration in distributed projects would eliminate distance and, furthermore, enable work around the clock to achieve high performance. We ask whether this optimism has held up over the past two decades, in the face of changes in technology and changes in the workplace. Using an adjusted measure of temporal distance (ATD), the paper models the perceived decision quality in a project as a function of ATD, mediated by communication richness and moderated by project analyzability. The model was tested in 2009 and again in 2019 with a combined quantitative and qualitative field study. The results suggest that the relationship between ATD and perceived decision quality is non-linear and is mediated by communication richness. In 2019, projects engaged in significantly richer communication compared with 2009, yet temporal distance still made a difference. The results did not show an interaction effect between communication richness and project analyzability. We argue that despite substantial IT progress, temporal distance is not dead and should be managed.
  Keywords: virtual teams; communication richness; CMC; project analyzability; project management; perceived decision quality; time zone; temporal distance; adjusted temporal distance (ATD).
  
  
• The supporting role of the project management office in the transfer of knowledge between projects  
  by Brighton Tshuma, Corro Van Waveren, Herman Steyn 
  Abstract: Project management offices (PMOs) play both mediating (facilitating) and moderating (supporting) roles in knowledge transfer (KT) between projects. The mediating role of the PMO has been addressed elsewhere while this article investigates the supporting role of the PMO in the transfer of tacit and explicit knowledge. The article thus contributes to the scant literature on the supporting role of PMOs in KT. Cases of five PMOs were investigated through 15 semi-structured interviews and three KT enablers were identified namely: a) creation of awareness and importance of KT; b) establishment of trust amongst project personnel; c) creation of an organisational KT culture. Their embedment into organisational routines ensures a sustainable and seamless KT process through the PMO’s supporting role. This improves the transfer of knowledge with different levels of articulability and the usability of the transferred knowledge and can provide a competitive edge for PBOs.
  Keywords: knowledge articulability; knowledge management; knowledge transfer; knowledge usability; supporting role of the project management office; case study research; PMOs.
  DOI: 10.1504/IJPOM.2024.10053181
   
  
• Assessing Project Management Maturity in Sweden
  by Gunnar Dahlin, Olof Molinder, Raine Isaksson 
  Abstract: Baseline Management has since 2013 conducted project management maturity (PMM) measurements in Sweden using a model called the Swedish project index (SPI) which consists of seven perspectives. SPI is influenced by the P3M3 maturity model. This study is based on data from 3,953 individual questionnaires, including both private and public organisations, for the period 2013
  Keywords: maturity model; performance measurement; project management; PM; project management maturity; PMM; project management performance; project success.
  
  
• Analysing the stakeholder networks in collaborative project using network theory: Implications for coordination and control  
  by Farooq Ali, Harri Jouni Olavi Haapasalo 
  Abstract: Our article aims to investigate network relationships from the perspective of a network of stakeholders involved in a complex and dynamic environment. We adopt the social network analysis approach to explore the structural characteristics of different types of networks and their implications in terms of the coordination and control of project stakeholders. A large hospital construction project in northern Finland was analysed in terms of structural characteristics, associated complexities, and the dynamics of different types (contractual, supply, information) of network relationships. We adopted the mixed methods approach by complementing quantitative research with qualitative research methods. Our findings show how different types of networks in projects influence the coordination and control of project stakeholders. Project management needs to intentionally consider managerial actions along the networks in question. Our study relates different theoretical perspectives to the networks of project stakeholders and their relationships, which constitute our main contribution.
  Keywords: stakeholder networks; collaborative project; network theory; network relationships; construction project; social network analysis; SNA; coordination; control; mixed methods approach.
  DOI: 10.1504/IJPOM.2024.10053620
   
  
• COVID-19 - Project success through a global pandemic, what changed for Project Managers?  
  by Jacob A. Darlison, James Prater 
  Abstract: The COVID-19 pandemic has affected the global economy in unprecedented ways since early 2020; a catalyst for changes across every sphere of business and workplace, project management included. This research, via a series of interviews, demonstrates how systemic responses such as localisation, stakeholder assurance, over-ordering and shortened re-sequencing horizons were most effective at alleviating symptomatic issues including supply chain disruption, schedule delay, an altered stakeholder environment, and contractor liquidity.
  Keywords: Covid-19; project management; project success; supply chain; adaptation; lessons learned; construction management; lockdown; social restrictions; globalisation; virtual teams.
  DOI: 10.1504/IJPOM.2024.10054858
   
  
• Evaluating and prioritizing decision-making factors in construction project management to select the best constructor  
  by Hamed Gheibdoust, Shahram Gilaninia, Mohammad Taleghani 
  Abstract: This study aims to evaluate and prioritise the decision-making factors in construction project management to select the best constructor. The step-by-step weight ratio analysis (SWARA) method was used to prioritise the decision-making factors of construction project management to select the best contractors in Rasht City Municipality, Iran. Ten experts participated in this research to make decisions with the SWARA, and data were collected in 2022. Results show that the most significant sub-criteria among 28 sub-criteria of decision making in construction project management is the experience of the manager, and the least sub-criteria is resource planning. The present study helps construction managers to enhance their knowledge and have the best performance to choose the best contractor for construction projects and improve their weaknesses by influencing factors. Also, managers can significantly enhance the success of construction projects by focusing on the most significant decision-making factors.
  Keywords: construction; construction management; construction projects; decision-making; contractor; management project; construction project management; step-wise weight assessment ratio analysis; SWARA.
  DOI: 10.1504/IJPOM.2024.10055026
   
  
• Successful stakeholder engagement in not-for-profit projects: A systematic literature review  
  by Stephanie Lim, Samer Skaik 
  Abstract: This study explores available literature on successful stakeholder engagement (SE) in not-for-profit (NFP) projects and identifies evidence-based factors that can help achieve successful SE. Using a systematic literature review, a total of 34 records, published in the last decade, were identified and analysed. Common themes that emerged include the role of social media, role of public relations, significance of frameworks and barriers encountered. The study also identified key factors for SE, with supportive and skilled management being the most visible factor. Findings of this study can assist researchers understand gaps in this area, and NFP project practitioners for successful SE.
  Keywords: not-for-profit; NFP; project management; stakeholder engagement; success factors.
  DOI: 10.1504/IJPOM.2024.10055028
   
  
• Should one nominate an internal or external project manager?  
  by Baruch Keren, Yossi Hadad 
  Abstract: The objective of this paper is to examine the differences in performance between internal and external PMs and to identify the advantages and disadvantages of each employment type. An organisation that employs project managers (PMs) must consider which is better: an internal or an external PM. Internal PMs are usually employed with a monthly salary, while external PMs get a retainer or a percent of the project budget. The paper used a multi-criteria decision analysis model, (the super efficiency ranking method), that objectively compares the performance of PMs according to their past performance. The model was applied in a case study with 150 projects managed by 57 internal and external PMs, all executed during 201882021 in one water infrastructure company in Israel. The results show that the average performance of internal PMs is statistically significantly higher than external PMs.
  Keywords: project organisation; external project manager; PM; internal PM; multi-criteria decision analysis; MCDA; super efficiency; SE.
  DOI: 10.1504/IJPOM.2024.10055909
   
  
• Hybrid Project Management Models: A Systematic Literature Review  
  by Miroslav Krupa, Jiří Hájek 
  Abstract: Hybrid project management (HPM) combines traditional and agile methods, fusing predictive and adaptive approaches. There is only fragmented knowledge about the appropriateness of the hybrid approach and the differences between existing HPM models. To deepen and expand an understanding of HPM, our systematic literature review analysed the advantages, disadvantages, drivers, and barriers of HPM, synthesised the results, and proposed five themes (methodology, project, team, customer and organisation) based on 4,623 abstracts and 72 full papers. The main original output of our review is a comprehensive overview of HPM models described so far in the scientific literature featuring 22 different hybrid models including the identification of their design patterns and nine additional metamodels. The critical challenges for future research are better methodological support of HPM, evaluation of the success of the hybrid approach, and further empirical research to broaden insights into the usage of HPM.
  Keywords: hybrid project management; HPM; methods; project management approaches; models; change management; systematic review.
  DOI: 10.1504/IJPOM.2024.10056237
   
  
• 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
   
  
• Managing Projects in Higher Education Institutions: A Study on Critical Success Factors  
  by Dian Trihastuti, Ivan Gunawan, Martinus Edy Sianto, Phatarina Natalia 
  Abstract: This article investigates the critical success factors (CSFs) of project management in Indonesian higher education institutions (HEIs). Based on the data from in-depth interviews with nine project managers in four Indonesian universities and survey results, this article identifies 12 critical success factors and their interconnectedness. The role of each factor and its relationship with other factors are described using a combination of decision-making trial and evaluation laboratory (DEMATEL), interpretive structural modelling (ISM) and Matrice dImpacts Crois
  Keywords: DEMATEL; higher education institutions; HEIs; interpretive structural modelling; ISM; critical success factor; CSF.
  DOI: 10.1504/IJPOM.2024.10060060
   
  
• 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