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Human resource management and project based organizing: Fertile ground, missed opportunities and prospects for closer connections

Published on Jan 1, 2018in International Journal of Project Management4.69
· DOI :10.1016/j.ijproman.2017.06.003
Anne Keegan20
Estimated H-index: 20
(BlackRock),
Claudia Ringhofer2
Estimated H-index: 2
(WU: Vienna University of Economics and Business),
Martina Huemann13
Estimated H-index: 13
(WU: Vienna University of Economics and Business)
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Abstract
Abstract We explore publishing trends regarding HRM and PBO in the main journals in the field of project management to highlight key empirical and theoretical contributions during the period 1996–2016. We offer three contributions to the field of project management. The first is theoretical where we analyze twenty years of research in key project management journals by adapting and extending the framework of Wright and Boswell (2002), and identifying categories of HRM research at three levels of analysis. This analysis provides an overview integrating exemplary research to date on the HRM-PBO link at different levels, showing areas where research is well-developed and also areas that, while promising, have not been examined in a systematic manner to date. Our second contribution is that we highlight a variety of theoretical as well as methodological resources from the HRM field that can be applied in project studies and in so doing promote cross-fertilization of ideas and approaches between these two fields. Finally, a key managerial contribution is that we introduce the project as a temporary organization level of analysis, explicitly making visible HRM practices on the project. This can guide both HRM practitioners, and project managers, in terms of the importance of projects as sites for human resource management and employment activities including careers, employee participation and employment relations all of which are critical issues and deserve more attention.
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  • References (84)
  • Citations (4)
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References84
Newest
Published on Oct 1, 2016in International Journal of Project Management4.69
Sungmin Yun4
Estimated H-index: 4
(University of Texas at Austin),
Jiyong Choi3
Estimated H-index: 3
(University of Texas at Austin)
+ 2 AuthorsYoungcheol Kang9
Estimated H-index: 9
(SNU: Seoul National University)
Abstract Despite continuous efforts into benchmarking over the last decades, few have focused on management efforts of project organizations who are involved in managing the capital project. This study presents a phase-based framework and 10 input measures for measuring project management efforts in a capital project. The measures are planning, organizing, leading, controlling, design efficiency, human resources, quality, sustainability, supply chain, and safety. This study quantifies and assess...
Published on Oct 1, 2016in Project Management Journal2.04
Robert DeFillippi20
Estimated H-index: 20
(Suffolk University),
Jörg Sydow38
Estimated H-index: 38
(FU: Free University of Berlin)
This article examines how project networks may be viewed as either a single interorganizational project or as a series of projects that are interconnected by interorganizational relationships. The article then discusses some core theoretic assumptions about project networks as more than temporary systems in comparison with the extant empirical research. Next, the article presents four types of mechanisms for governing and coordinating not only projects but also project networks: responsibilities...
Published on Aug 1, 2016in International Journal of Project Management4.69
Bastian Ekrot2
Estimated H-index: 2
(Technical University of Berlin),
Johannes Rank3
Estimated H-index: 3
(Technical University of Berlin),
Hans Georg Gemünden31
Estimated H-index: 31
(Technical University of Berlin)
Abstract Theory and research stress that employee voice behavior (VB; discretionary communication of ideas, suggestions, or concerns with the intent to improve organizational functioning) positively influences decision making, improvement, and innovation. However, the VB construct has rarely been studied in the specific context of project management. Using a sample of 618 project managers and 154 project portfolio coordinators nested in 154 firms, the main purpose of this study was to analyze a ...
Published on May 1, 2016in International Journal of Project Management4.69
C. Savelsbergh5
Estimated H-index: 5
(OU: Open University),
L.A. Havermans3
Estimated H-index: 3
(VU: VU University Amsterdam),
Peter Storm1
Estimated H-index: 1
Abstract The development paths of project managers are paved with formal and informal learning experiences. Knowledge of the learning experiences that project managers indicate as important for their development as professionals is limited in both the academic and the practitioner world. In the current study we explore what and how project managers learn from experiences, and what is perceived as supporting this learning. We used a multi-method approach, consisting of in-depth interviews and a s...
Published on Apr 1, 2016in Academy of Management Review10.63
Cheri Ostroff18
Estimated H-index: 18
(UniSA: University of South Australia),
David E. Bowen35
Estimated H-index: 35
(ASU: Arizona State University)
Since the 2004 publication of “Understanding HRM–Firm Performance Linkages: The Role of the ‘Strength’ of the HRM System,” the concept of HRM strength has been widely accepted in the field. We reflect on how the construct of HRM system strength has been used in subsequent theory and research, devoting particular attention to identifying consistencies and inconsistencies from the original intent and implications of the construct for related areas and topics such as strategic HRM, HRM architecture...
Published on Dec 1, 2015in Work, Employment & Society2.36
Tony Dundon22
Estimated H-index: 22
(National University of Ireland, Galway),
Tony Dobbins8
Estimated H-index: 8
(Bangor University)
The sociological understandings of both cooperation and resistance at work are complex. This article contributes to knowledge about dialectic tensions concerning both collaborative and conflictual workforce orientations in the context of a ‘pre-arranged’ union-management partnership agreement. It reports unofficial workforce militancy in opposition to both management and union policy regarding a socially constructed cooperative work regime. The article advances a ‘radical pluralist’ anal...
Published on Aug 1, 2015
Ina Aust2
Estimated H-index: 2
,
Julia Brandl8
Estimated H-index: 8
,
Anne Keegan20
Estimated H-index: 20
Managing HRM related tensions is a matter of practical and theoretical significance. Despite increasing interest among HRM scholars in understanding the nature of tensions in managing the employment relationship, attempts to explore these tensions that go beyond the mapping of dualities or naming of the negative aspects of tensions are somewhat rare. Furthermore, discussions on managing HRM tensions tend to be of limited value for practitioners due to their overly abstract nature contributing to...
Published on Apr 1, 2015in Project Management Journal2.04
Efrosyni Konstantinou2
Estimated H-index: 2
(UCL: University College London)
This article suggests that the project practitioner can have a significant role in defining and legitimizing the knowledge that is important for practice and the profession due to the situated nature of project knowledge. In-depth interviews with highly successful project practitioners revealed an unmediated relationship with practice centering on client/market priorities and emerging notions of professionalism. Here, project practitioners identified the need for a more meaningful relationship w...
Published on Feb 1, 2015in International Journal of Project Management4.69
Mehrdokht Pournader5
Estimated H-index: 5
(Macquarie University),
Amin Akhavan Tabassi9
Estimated H-index: 9
(Universiti Sains Malaysia),
Peter Baloh13
Estimated H-index: 13
(IEDC-Bled School of Management)
Abstract Developing a comprehensive human resource (HR)-planning framework that corresponds to the variety of HR-related issues has seldom been observed in existing project management literature. The present study applies a three-step design science approach to introduce a holistic HR-planning framework. The rigor and relevance cycles in this approach address the HR-related issues in projects and the shortcomings of the literature associated with developing a thorough HR-planning framework. Subs...
Cited By4
Newest
Published on Jul 3, 2019in Project Management Journal2.04
Martina Huemann13
Estimated H-index: 13
(WU: Vienna University of Economics and Business),
Claudia Ringhofer2
Estimated H-index: 2
(WU: Vienna University of Economics and Business),
Anne Keegan20
Estimated H-index: 20
(UCD: University College Dublin)
This exploratory research examines who supports what aspects of career development on projects. Our main finding is that, although project professionals receive support from formal and informal sou...
Published on Jul 1, 2019in International Journal of Project Management4.69
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...
Published on Jun 1, 2019in Project Management Journal2.04
L.A. Havermans3
Estimated H-index: 3
(VU: VU University Amsterdam),
Beatrice van der Heijden15
Estimated H-index: 15
+ 1 AuthorsPeter Storm1
Estimated H-index: 1
The number of people who, at a certain point during their career, assume responsibilities as a project manager is increasing every year. Yet, we know little about the reasons why people want to bec...
Published on May 1, 2019in International Journal of Project Management4.69
Christina M. Scott-Young5
Estimated H-index: 5
(RMIT: RMIT University),
C Scott-Young1
Estimated H-index: 1
(RMIT: RMIT University)
+ 0 AuthorsAndrew Grisinger (RMIT: RMIT University)
Abstract Shared leadership has rarely been studied in the project management context, despite its proven performance-enhancing benefits in other management domains. Based on a systematic review of the salient literature from multiple disciplines, this paper develops a new multi-level conceptual model to advance a holistic understanding of how shared leadership develops and how it may impact individual, team, project and wider organisational performance. The conceptual model draws upon the input-...
E. N. Sheremetyeva (Samara State University), E. P. Barinova (Samara State University), N. V. Mitropolskaya-Rodionova
The article considers the need to use marketing technologies for recreational organizations with a project-oriented approach. The main advantages of marketing technology and project management in enhancing the competitiveness of a recreational organization from fundamentally distinctive positions are presented. Competitive advantages of marketing technologies are formulated, which have novelty for a given application and help to reveal the competitive advantages of a recreational organization in...
Published on Apr 1, 2019in International Journal of Project Management4.69
Umer Zaman (Woosong University), Zulaikha Jabbar (Shaheed Zulfiqar Ali Bhutto Institute of Science and Technology)+ 1 AuthorsMazhar Abbas2
Estimated H-index: 2
(CUI: COMSATS Institute of Information Technology)
Abstract While prior research considers project complexity as a double-edged sword, researchers and practitioners still remain unclear whether project complexity serves as productive or counterproductive ingredient for project performance. Our research brings clarity on the dynamic nature of complexity-performance relationship by integrating social exchange theory with recent developments in project management research to develop and test a novel framework involving interactive roles of social s...
Published on Jul 2, 2018
Saad Ahmed Javed4
Estimated H-index: 4
(NUAA: Nanjing University of Aeronautics and Astronautics),
Ali Murad Syed1
Estimated H-index: 1
(College of Business Administration),
Sara Javed2
Estimated H-index: 2
Purpose The purpose of this paper is to empirically analyze the effect of the relationship between trust in top management (TTM) and trust in immediate supervisor (TIS), who was organizational project manager in our case, on perceived organizational performance in Pakistani public and private project-based organizations (PBOs). Design/methodology/approach The survey (N=108) was done using a questionnaire that was sent to project managers in the selected PBOs in Pakistan with a request to forward...