International Journal of Project Management
IF
4.33
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2655
Papers 2642
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Published on Feb 1, 2019in International Journal of Project Management 4.33
Iben Sandal Stjerne1
Estimated H-index: 1
(Technical University of Denmark),
Jonas Söderlund27
Estimated H-index: 27
(Linköping University),
Dana Minbaeva1
Estimated H-index: 1
Abstract This paper introduces the notion of “temporal boundary spanning” and highlights the key role of project management in resolving temporal tensions among partners participating in interorganizational projects (IOPs). The present study, which is based on data from 93 IOPs undertaken within a major change program, relies on in-depth, semi-structured interviews, observations, and detailed analyses of written documents and procedures from those IOPs. Based on the data, we inductively develop ...
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Published on Feb 1, 2019in International Journal of Project Management 4.33
Juri Matinheikki3
Estimated H-index: 3
(Aalto University),
Kirsi Aaltonen10
Estimated H-index: 10
(University of Oulu),
Derek H.T. Walker33
Estimated H-index: 33
(RMIT University)
Abstract Public infrastructure projects must comply with the divergent and even conflicting demands of multiple institutional logics causing institutional complexity. Despite the increasing interest in different forms of complexities in projects, we lack empirical illustrations and rigorous theorizing of mechanisms for responding to institutional complexity. This paper demonstrates how public buyers of a tunnel construction project formed a hybrid organization of a multi-party project alliance t...
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Published on Jan 1, 2019in International Journal of Project Management 4.33
Abstract This article aims to analyze the influence of stakeholder management on trust in project environments. Data was collected from 130 project professionals in companies from several national and multinational segments operating in Brazil. PLS-PM was applied for treatment and for data analysis. The results show that the relational stakeholder management influence on the three types of trust is relevant and significant. Therefore, it is important that the project manager not fail to consider...
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Published on Jan 1, 2019in International Journal of Project Management 4.33
Ali Dehghanpour Farashah4
Estimated H-index: 4
(Umeå University),
Janice Thomas14
Estimated H-index: 14
(Athabasca University),
Tomas Blomquist10
Estimated H-index: 10
(Umeå University)
Abstract For many years project management has been moving toward professionalization through voluntary certification. Simultaneously, recruiters increasingly use voluntary professional certification as a signal of applicant competencies and likely future performance, to increase the efficiency of the selection process. This practice increases the value of certification to holders and leads to the growth of certification. However, despite significant research into the value of voluntary certific...
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Published on Feb 1, 2019in International Journal of Project Management 4.33
Bente Lieftink1
Estimated H-index: 1
(Radboud University Nijmegen),
Armand Smits3
Estimated H-index: 3
(Radboud University Nijmegen),
Kristina Lauche12
Estimated H-index: 12
(Radboud University Nijmegen)
Abstract This article examines how actors use relational institutional work in inter-organizational projects (IOPs) to mobilize key stakeholders from two loosely coupled subfields with the aim to institutionalize a new project delivery method with new underlying practices. In our longitudinal case study in a project-based business, in this case the Dutch construction industry, we identified three types of relational institutional work: awareness creation, selective networking, and coalition buil...
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Published on Feb 1, 2019in International Journal of Project Management 4.33
Pelle Lundquist Willumsen (Technical University of Denmark), Josef Oehmen8
Estimated H-index: 8
(Technical University of Denmark)
+ 1 AuthorsJoana Geraldi (Copenhagen Business School)
Abstract Risk management is a common and widely adopted project practice. Practitioners use risk management based on a common assumption that risk management adds value to projects. Yet, in the complex and ambiguous environment of a project, value is often subjective. If this is the case, then how do stakeholders perceive project risk management to create value? This paper presents a literature review and an empirical study of project risk management as a means of creating value. The empirical s...
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Published on Jan 1, 2019in International Journal of Project Management 4.33
Johan Ninan (Indian Institute of Technology Madras), Stewart Clegg49
Estimated H-index: 49
(Universidade Nova de Lisboa),
Ashwin Mahalingam10
Estimated H-index: 10
(Indian Institute of Technology Madras)
Abstract This paper explores subtle strategies that megaproject teams develop in practice to manage stakeholders external to the project team. A governmentality approach is used to account for these strategies. A metro rail megaproject in India provides the case for the study. The strategies were identified through a content analysis of 640 project and non-project based Tweets posted by the metro rail organization. We augmented this dataset with the community's response through social media, as ...
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Published on Jan 1, 2019in International Journal of Project Management 4.33
Mhamed Biygautane3
Estimated H-index: 3
(Monash University),
Cristina Neesham4
Estimated H-index: 4
(Swinburne University of Technology),
Khalid Othman Al-Yahya
Abstract The current infrastructure public-private partnership (PPP) literature overstates the mechanistic requirements of PPPs, but overlooks the social dynamics underlying their implementation. The current study addresses this gap by exploring the activities and strategies several social actors deployed to initiate and implement an airport PPP project in Saudi Arabia. By connecting insights from the PPP and institutional entrepreneurship literatures, two main contributions are made. First, it ...
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Published on Jan 1, 2019in International Journal of Project Management 4.33
Marina Bos-de Vos1
Estimated H-index: 1
(Delft University of Technology),
Leentje Volker6
Estimated H-index: 6
(Delft University of Technology),
Hans Wamelink3
Estimated H-index: 3
(Delft University of Technology)
Abstract Project-based firms have to capture value from the projects in which they engage. This can be challenging as firms need to reconcile project goals and organizational goals while attempting to avoid the slippage of value to other actors. Drawing on interviews with architects and clients, this research reveals how architectural firms used the strategies of postponing financial revenues in a project , c ompensating for loss of financial revenues across projects and rejecting a project to a...
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Published on Jan 1, 2019in International Journal of Project Management 4.33
Eva Riis2
Estimated H-index: 2
(University of Southern Denmark),
Magnus Hellström7
Estimated H-index: 7
(Åbo Akademi University),
Kim Wikström12
Estimated H-index: 12
(Åbo Akademi University)
Abstract There exists little research into how value is effectively generated by temporary projects from the wider perspective of a permanent organisation. This paper investigates empirically how ‘Governance of Projects’ – the way in which a single, permanent organisation identifies, creates, and subsequently harvests value through multiple projects – occurs in four private-sector case companies. Data were collected from in-depth interviews with a wide range of employees and from internal operat...
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