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International Journal of Project Management
IF
4.69
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2723
Papers 2653
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Published on Oct 1, 2019in International Journal of Project Management 4.69
Marzena Baker (QUT: Queensland University of Technology), Muhammad Ali6
Estimated H-index: 6
(QUT: Queensland University of Technology),
Erica L. French11
Estimated H-index: 11
(QUT: Queensland University of Technology)
Abstract Project-based organizations face challenges of increasing skill shortages and risks of reducing competitiveness and performance. Leveraging female talent can improve organizational competitiveness and outcomes. Drawing on the resource-based view of the firm and contingency theory, we predict that the impact of women in management on organizational performance will be stronger in project-based organizations than in non-project-based organizations. Using a sample of 932 private organizati...
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Published on Aug 1, 2019in International Journal of Project Management 4.69
Mehran Oraee (University of Melbourne), M. Reza Hosseini13
Estimated H-index: 13
(Deakin University)
+ 3 AuthorsDongping Cao6
Estimated H-index: 6
(Tongji University)
Abstract Building information modelling (BIM) teams, hereafter referred to as BIM-based construction networks, are teams whose possibly geographically dispersed members from various organisations and disciplines, perform project tasks on BIM-enabled projects. In recent years, BIM-based construction networks have progressively become the norm in executing BIM activities on projects. However, even though achieving BIM's full capabilities relies on effective collaboration among the team members in ...
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Published on Aug 1, 2019in International Journal of Project Management 4.69
Luca Sabini (University of Hertfordshire), Damian Hodgson32
Estimated H-index: 32
(Newcastle University),
Neil Alderman14
Estimated H-index: 14
(Newcastle University)
Abstract Last few years have seen a huge increase of publications at the intersection of project management and sustainability. Nevertheless, this field has become increasingly fragmented undermining a steady and consistent development. Aiming at balancing tensions between authors' attempts for more ‘integration’ and the trajectories toward fragmentation, we employed an extensive, systematic literature review of 770 publications from the period 1993 to 2017. Therefore, this review offers guidanc...
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Published on Jul 1, 2019in International Journal of Project Management 4.69
Ying-Yi Chih5
Estimated H-index: 5
,
Ofer Zwikael22
Estimated H-index: 22
,
Simon Lloyd D. Restubog29
Estimated H-index: 29
Abstract Projects are value creation mechanisms for organizations. In this paper, we build on service-dominant logic theory to theorize how value is perceived and co-created by service providers and clients in professional service projects. From two studies, we found that for service providers to create their value, particularly non-monetary value (e.g., enhanced reputation), client values (e.g., solving a business problem) must first be generated. The results further highlight the importance of...
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Published on Feb 1, 2019in International Journal of Project Management 4.69
Pelle Lundquist Willumsen1
Estimated H-index: 1
(DTU: Technical University of Denmark),
Josef Oehmen10
Estimated H-index: 10
(DTU: Technical University of Denmark)
+ 1 AuthorsJoana Geraldi16
Estimated H-index: 16
(CBS: 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 4.69
Marina Bos-de Vos1
Estimated H-index: 1
(TU Delft: Delft University of Technology),
Leentje Volker8
Estimated H-index: 8
(TU Delft: Delft University of Technology)
+ 0 AuthorsHans Wamelink3
Estimated H-index: 3
(TU Delft: 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 4.69
Eva Riis2
Estimated H-index: 2
(University of Southern Denmark),
Magnus Hellström7
Estimated H-index: 7
(Åbo Akademi University)
+ 0 AuthorsKim 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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