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Enhancing value co-creation in professional service projects: The roles of professionals, clients and their effective interactions

Published on Jul 1, 2019in International Journal of Project Management 4.69
· DOI :10.1016/j.ijproman.2019.04.001
Ying-Yi Chih5
Estimated H-index: 5
,
Ofer Zwikael22
Estimated H-index: 22
,
Simon Lloyd D. Restubog29
Estimated H-index: 29
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Abstract
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 reciprocal interactions between service providers and their clients in co-creating value for both parties. Service providers' professional knowledge and competence and their clients' levels of professional knowledge and motivation to interact are critical to enable effective interactions. However, the influence of service providers' professional ethics and clients' trust in professionals on project value co-creation is more complex than theoretically predicted. This paper advances the project value creation literature by providing a more holistic view of what value means for different stakeholders, how it is created, and by whom.
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References61
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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...
Published on Dec 1, 2018in International Journal of Project Management 4.69
Stuart D. Green26
Estimated H-index: 26
(University of Reading),
Natalya Sergeeva2
Estimated H-index: 2
(UCL: University College London)
Abstract It is contended that value is a social construct, and that the processes of social construction are rooted in language. On this basis we argue that value creation is a process which lends itself to interpretation from a narrative perspective. Previous attempts at value creation have been promoted under the label of ‘value management’. There are two approaches which are identifiable in the literature. The first is based on the traditional narrative of value engineering (aka Hard VM) and ...
Published on Jan 1, 2019in International Journal of Project Management 4.69
Farzad Pargar1
Estimated H-index: 1
(University of Oulu),
Jaakko Kujala14
Estimated H-index: 14
(University of Oulu)
+ 1 AuthorsSampsa Ruutu4
Estimated H-index: 4
(VTT Technical Research Centre of Finland)
Abstract Project alliance requires all parties to work together in good faith, share project risks, and make unanimous decisions for the betterment of the project. A key feature of successful implementation of a project alliance is a focus on value creation and value for money. This paper proposes a qualitative system dynamics model to specify and explain dynamics of value creation processes in the context of project alliance. By synthesizing the existing literature and reports on project allian...
Published on Feb 1, 2019in International Journal of Project Management 4.69
Miia Martinsuo (UTA: University of Tampere), Ole-Jonny Klakegg (NTNU: Norwegian University of Science and Technology), A.H. van Marrewijk10
Estimated H-index: 10
Published on Mar 1, 2019in International Journal of Project Management 4.69
Marcos Fuentes (UCL: University College London), Hedley Smyth14
Estimated H-index: 14
(UCL: University College London),
Andrew Davies30
Estimated H-index: 30
(UCL: University College London)
Abstract Client organisations, as financiers, owners, and users, face the challenge of generating and delivering value outcomes for a wide range of stakeholders. However, research has demonstrated that projects constantly fall short of providing valuable outcomes in the medium- and long-term. The value outcomes start to appear in the latter stages of a project, yet, they have a link back to the project definition phase, where value outcomes can be purposely designed for the long-term. Value outc...
Published on Nov 1, 2018in International Journal of Project Management 4.69
Lauri Vuorinen2
Estimated H-index: 2
,
Miia Martinsuo21
Estimated H-index: 21
Abstract Project stakeholder management deals with managing and fulfilling stakeholder expectations and has tended to focus on the viewpoint of the focal firm or the project rather than that of the project stakeholders. The stakeholders' perspective is important because they can significantly influence projects, particularly infrastructure delivery involving both public and private actors. This study focuses on the ways that stakeholders pursue influence on projects through their expectation of ...
Published on May 1, 2018in International Journal of Project Management 4.69
Ofer Zwikael22
Estimated H-index: 22
(ANU: Australian National University),
Ying-Yi Chih5
Estimated H-index: 5
(ANU: Australian National University),
Jack R. Meredith38
Estimated H-index: 38
(Wake Forest University)
Abstract Target benefits such as “reduced operational costs” are project goals that can contribute to the long-term improvement of organizational performance following project completion. Setting effective target benefits is critical because it supports project investment decisions, clear project management direction, and thereby enhanced project and organizational performance. Based on goal setting theory, we present three studies to develop and validate a scale to measure effective target bene...
Ofer Zwikael22
Estimated H-index: 22
(ANU: Australian National University),
Jack R. Meredith38
Estimated H-index: 38
(Wake Forest University)
Purpose The purpose of this paper is to resolve a core issue in project management research and practice – inconsistent terminology of key project roles. This inconsistency has negative consequences on the quality and impact of research in this area. Design/methodology/approach The authors conducted an analysis of the literature and project management standards to identify both agreed-upon and inconsistent project role terms. Based on role and agency theories, the authors propose a consistent te...
Published on Jan 1, 2018in International Journal of Project Management 4.69
Miia Martinsuo21
Estimated H-index: 21
(TUT: Tampere University of Technology),
Päivi Hoverfält1
Estimated H-index: 1
Abstract Program management has taken its position in project management research and in public and private organizations as a successful method for managing complex, uncertain, and large-scale changes. During the past 25 years, research has evolved from programs as the conceptual extension of projects to a rich field of empirical studies reflecting the special natures and contexts of change programs and their management, with unique theoretical foundations. To take stock of this recent history,...
Published on Jan 1, 2018in International Journal of Project Management 4.69
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)
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...
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