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Article
Publication date: 6 June 2017

Maxim Miterev, J. Rodney Turner and Mauro Mancini

The purpose of this paper is to use an organizational design perspective to determine the scope of the state-of-the art of research into project-based organizations.

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Abstract

Purpose

The purpose of this paper is to use an organizational design perspective to determine the scope of the state-of-the art of research into project-based organizations.

Design/methodology/approach

The paper follows a structured framework-based literature review approach. It uses an analytical framework from the organization design literature to assess 177 papers relevant to the design of the project-based organization that were published in four leading PM journals between 2008 and 2015. The authors determine which elements of organization design are covered in each paper and identify specific research themes for each of the element emerging from the literature. Finally, the authors examine the degree to which interdependencies among separate elements are addressed in the literature and discuss the most holistic papers in more details.

Findings

The results show that the literature on project-based organizations downplays broader organizational issues (such as organizational strategy, incentive schemes and performance management systems) while emphasizing research agenda inherited from research on single project management. In addition, the study highlights limited attention in the literature to the interdependence between separate design choices. Finally, it develops a research framework to map current themes in the literature and their relative importance and discusses a prospective research agenda.

Research limitations/implications

Academic implications stem from looking at the project management literature from a fresh theoretical perspective and putting project-based organization as a whole in the focus. There is a great research potential in studying organization-wide aspects and interdependencies between various organization design choices in project-based organizations.

Practical implications

Reflective practitioners could benefit from a wider view on the project-based organization and its design. They could also use the developed framework in management discussions.

Originality/value

The paper offers a novel way of conceptualizing research on project-based organizations by linking it to an established stream within the field of organization theory and design.

Details

International Journal of Managing Projects in Business, vol. 10 no. 3
Type: Research Article
ISSN: 1753-8378

Keywords

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Article
Publication date: 14 September 2010

Ralf Müller and J. Rodney Turner

The purpose of this paper is to investigate the relative importance of project managers' attitudes towards their project and their leadership competences for achieving project…

8427

Abstract

Purpose

The purpose of this paper is to investigate the relative importance of project managers' attitudes towards their project and their leadership competences for achieving project success. Leadership competences were assessed as emotional, managerial, and intellectual competences (EQ, MQ, IQ, respectively) using the leadership dimensions questionnaire. Attitudes were assessed through the importance project managers assign to the project success criteria.

Design/methodology/approach

Building on the competency school of leadership theories, this study used 400 responses to a global web‐based questionnaire to identify the variances in attitudes and leadership competences of project managers and its relation to project success. ANOVA and regression analyses were used to identify how attitudes and leadership competences related to project results.

Findings

The paper identifies two types of results variances, these are, variances in project results and variances in business results. The former is caused by the attitudes of project managers, the latter is caused by a mixture of their attitude and emotional competences.

Research limitations/implications

The results show the relative importance of specific attitudes and leadership competences for different types of project success.

Practical implications

The results indicate key areas for project manager development in order to move from mediocre to superior project results.

Originality/value

The paper builds on prior work in EQ, MQ, and IQ for project management and is the first study to identify a migration theory for the combination of attitudes and leadership competences for project success.

Details

Baltic Journal of Management, vol. 5 no. 3
Type: Research Article
ISSN: 1746-5265

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Article
Publication date: 3 April 2009

J. Rodney Turner, Ann Ledwith and John Kelly

Small to medium enterprises (SMEs) play an important role in the economy, in terms of employment and their contribution to national wealth. A significant proportion of that…

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Abstract

Purpose

Small to medium enterprises (SMEs) play an important role in the economy, in terms of employment and their contribution to national wealth. A significant proportion of that contribution comes from innovation. SMEs are also the engine for future growth in the economy. Project management has a role to play in managing that innovation and growth. The purpose of this paper is to find the extent to which SMEs use projects, project management and the tools of project management, and to determine what differences there are by size of company and industry.

Design/methodology/approach

A questionnaire was developed to examine the extent to which small firms carry out projects, the resources they employ, the way they measure project success and the tools and techniques that they use. The questionnaire was answered by 280 companies from a range of industries and sizes.

Findings

It is found that companies of all sizes spend roughly the same proportion of turnover on projects, but the smaller the company, the smaller their projects, the less they use project management and its tools. Surprisingly, hi‐tech companies spend less on projects than lo‐tech or service companies, but have larger projects and use project management to a greater extent. They also use the gadgets of project management to a greater extent.

Research limitations/implications

It is concluded that SMEs do require less‐bureaucratic versions of project management, perhaps with different tool sets than the more traditional versions designed for medium‐sized or large projects, and with different versions for medium, small and micro projects. For all firms, the important success factors are client consultation; planning, monitoring and control; and resource allocation are also identified.

Originality/value

The findings suggest the need for further research into the nature of those “lite” versions of project management designed for SMEs.

Details

International Journal of Managing Projects in Business, vol. 2 no. 2
Type: Research Article
ISSN: 1753-8378

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Article
Publication date: 3 April 2009

J. Rodney Turner, Ralf Müller and Vic Dulewicz

The purpose of this paper is to examine the differences between leadership competences of project managers and those of functional managers.

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Abstract

Purpose

The purpose of this paper is to examine the differences between leadership competences of project managers and those of functional managers.

Design/methodology/approach

Leadership styles of 414 project managers were assessed using a validated research instrument, the leadership development questionnaire. The results were compared with the leadership profiles of over 1,000 functional managers, assessed with the same instrument. Quantitative analysis techniques were used to identify significant differences in the leadership styles of project managers when compared to functional managers. Correlations between leadership competences and leadership performance and follower commitment of project managers were compared with those of functional managers.

Findings

The paper finds that project managers score higher than functional managers on conscientiousness, sensitivity, and critical analysis, but they score lower on communication and development competencies. The correlation between the fit of project managers to their organizational context and their leadership performance and follower commitment was calculated.

Research limitations/implications

Comparisons show differences in leadership competences for functional and project managers. Managers in general management roles should be trained to a lesser extent in managerial and intellectual competences than those in project management roles. However, solid training in emotional competences is needed for success in both managerial roles.

Originality/value

The differences in leadership competences of project managers and line managers from industry and government are identified.

Details

International Journal of Managing Projects in Business, vol. 2 no. 2
Type: Research Article
ISSN: 1753-8378

Keywords

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Article
Publication date: 3 March 2022

Muhammad Ayat, Malikah, Azmat Ullah and Changwook Kang

This study examines scholarly communications in the International Journal of Managing Projects in Business (IJMPB) and identifies the journal's leading trends from 2008 to 2019.

574

Abstract

Purpose

This study examines scholarly communications in the International Journal of Managing Projects in Business (IJMPB) and identifies the journal's leading trends from 2008 to 2019.

Design/methodology/approach

This study analyzed a sample of 522 articles published in the IJMPB since its inception in 2008 until 2019. A set of bibliometric measures was used in the study to identify publication trends, citation structures, leading authors, institutions and countries. Additionally, analysis of research methodologies, industrial sectors and research themes of the articles was carried out through a rigorous content analysis. To examine the changes in journal expansion over time, the duration of publications (from 2008 to 2019) was divided into three subperiods.

Findings

The study findings show that 793 authors from 370 institutions and 58 countries contributed to the journal during this period. In terms of contributions, Australia and the Scandinavian countries are at the top, while Asian and African countries occupy a lower position. Moreover, among authors, Derek H.T. Walker was found to be the most prolific, with the highest weighting score and number of articles. Similarly, RMIT University of Australia emerged as the most productive institution. The articles were predominantly case studies followed by mixed methods (i.e. both surveys and interviews are used for data collection). Most of the articles in the sample were related to project management in general. However, several articles reported on construction, information technology (IT) and manufacturing projects.

Practical implications

This study is useful for the researcher community to understand the journal's scientific productivity. Further, it will also help identify dominant topics in the field of project management.

Originality/value

This is the first comprehensive review article presenting a general overview of the journal's leading trends and researchers since its inception in 2008.

Details

International Journal of Managing Projects in Business, vol. 15 no. 3
Type: Research Article
ISSN: 1753-8378

Keywords

Available. Content available
Article
Publication date: 3 April 2009

Derek H.T. Walker

679

Abstract

Details

International Journal of Managing Projects in Business, vol. 2 no. 2
Type: Research Article
ISSN: 1753-8378

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Article
Publication date: 16 April 2018

Mona N. Shah and Anand Prakash

The purpose of this paper is to develop a model for generic competencies based on lifecycle orientation of projects to support infrastructure managers (IMs) in India.

592

Abstract

Purpose

The purpose of this paper is to develop a model for generic competencies based on lifecycle orientation of projects to support infrastructure managers (IMs) in India.

Design/methodology/approach

This study has reviewed literature on competency theories and their advancement of knowledge in management, construction and engineering projects. This study has applied exploratory factor analysis (EFA) to structure generic competencies founded on infrastructure practices in India. Further this study has applied confirmatory factor analysis (CFA) to test for confirmation on emerged dimensionality of the competence construct for IMs in India.

Findings

Using data collected from 175 usable questionnaires of managers serving in infrastructure firms in India for EFA followed by CFA, six generic competencies have been established in the domains of strategic, analytical, personal, managerial, professional and leadership dimensions significantly impacting competent performance.

Research limitations/implications

This study has applied plausibility sampling and it presents only generic competencies for executives working in the infrastructure sector alone.

Practical implications

Due to the growth in number of executives to be employed in infrastructure firms in India, academic institutions in this subcontinent have gained momentum in offering programmes covering the field of infrastructure management. These institutions are believed to be covering domains of strategic, analytical, personal, managerial, professional and leadership dimensions for assuring competent performance of IMs in India.

Social implications

Attention to these generic competencies can help IMs to contribute towards better performance, academic institutions to design curriculum, recruiters to acquire talent and executives to advance professionally.

Originality/value

Extant academic studies relating to generic competencies are available mostly in project and construction domains. There is a paucity of such academic studies in the domain of infrastructure.

Details

International Journal of Managing Projects in Business, vol. 11 no. 2
Type: Research Article
ISSN: 1753-8378

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Article
Publication date: 5 December 2024

Beatriz Jacob and Pilar Mosquera

Despite the significant growth of project management as a field, it remains undervalued as a recognised career path within many organisations. This study aims to address this gap…

33

Abstract

Purpose

Despite the significant growth of project management as a field, it remains undervalued as a recognised career path within many organisations. This study aims to address this gap by investigating the factors that contribute to the sustainability of project managers’ careers. Specifically, this research assesses the role of career motivation, organisational support and supervisor support in enhancing career sustainability.

Design/methodology/approach

Using a sample of 224 project managers, a conceptual model is tested using partial least squares.

Findings

Career motivation, supervisor support and organisational support all play crucial roles in enhancing project managers’ perception of career sustainability. Supervisor support positively influences career motivation, and the latter mediates the relationship between supervisor support and one dimension of career sustainability – resourcefulness. Besides, organisational support is positively related to resourcefulness. The model demonstrates a good explanatory power of career sustainability, especially resourcefulness.

Research limitations/implications

The use of a convenience sample limits generalisability. Future research should include diverse cultural contexts and longitudinal designs to better establish causal relationships.

Practical implications

Organisations should develop programmes to enhance project managers’ career motivation and provide tailored supervisor support. Investing in both tangible and intangible resources will help sustain their career paths.

Originality/value

This study advances the project management literature by integrating personal and contextual factors into a comprehensive model of career sustainability. It highlights the synergistic effects of career motivation, organisational support and supervisor support.

Details

International Journal of Organizational Analysis, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1934-8835

Keywords

Available. Content available
Article
Publication date: 14 September 2010

Rolv Petter Amdam, Petras Baršauskas and Alfredas Chmieliauskas

860

Abstract

Details

Baltic Journal of Management, vol. 5 no. 3
Type: Research Article
ISSN: 1746-5265

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Article
Publication date: 26 November 2024

Hussain Ali and Jiang Yushi

In the modern virtual workplace, an organization's ability to complete projects successfully is essential to its future sustainability. Identifying the factors that contribute to…

124

Abstract

Purpose

In the modern virtual workplace, an organization's ability to complete projects successfully is essential to its future sustainability. Identifying the factors that contribute to successful project outcomes is crucial in project management research. This study seeks to examine how shared leadership affects the quality of teamwork and the success of information system development projects. It also explores how project complexity affects the success of information system development (ISD) projects in the context of virtual project teams, which are usually made up of knowledge workers with a lot of experience.

Design/methodology/approach

Data collected from 509 virtual ISD project team members in Pakistan were analyzed using structural equation modeling (SEM) with bootstrapping to assess the effects of shared leadership on teamwork quality and project success. The study also assessed the mediation role of teamwork and the moderation effect of project complexity on the mediation effect of teamwork quality between shared leadership and project success relationship.

Findings

The study found a positive correlation between shared leadership, teamwork quality, and project success. This study also revealed that teamwork quality mediates the association between shared leadership and project success. Furthermore, the results demonstrated that teamwork quality and project complexity moderate-mediate the relationship between shared leadership and project success.

Practical implications

Shared leadership enhances project success in virtual teams by improving teamwork. It requires investment in team development and collaboration initiatives, which ultimately lead to project success.

Originality/value

The findings complement previous research with new insights on behavioral dimensions of shared leadership and their effects on outcomes on the level of the individual. To date, no prior study has employed this nascent methodology to investigate the relationship between shared leadership and project success.

Details

Strategy & Leadership, vol. 52 no. 5/6
Type: Research Article
ISSN: 1087-8572

Keywords

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