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Design of architecture, engineering and construction (AEC) project organizations expose project management practitioners (PMPs) to poor mental health due to the influence of project organization designs on project management activities assigned to the PMPs. The AEC project organization design comprises the integration of permanent organization, project organization and external environment layers. In spite of the link between project organization design and mental health, limited studies have examined the impact of permanent organization factors, project organization factors and external environmental factors on mental health management practices. Therefore, this study aims to examine the interactive relationships between permanent organization factors, project organization factors, external environment factors and mental health management indicators.

Four organizational theories: institutional theory, agency theory and resource-based theory were integrated to develop a theoretical model guiding the aim of the study. Eighty-two survey data were collected from PMPs in AEC firms in Australia. Structural equation modelling was used to test the relationships between the constructs.

The study found that mental health management indicators are predicted by the interactive and direct effects of permanent organizational factors, project organizational factors and external environmental factors. The results of the interactive effects of the factors and mental health management indicators revealed that 20 of 26 proposed hypotheses were supported. Based on the established hypotheses, economic factors, technological factors, environmental factors, legal factors and organizational culture positively correlated with mental health management indicators. Likewise, human resources management (HRM), corporate governance, project governance and integrated project delivery (IPD) positively impact mental health management indicators. However, political factors, social factors, knowledge management and project management skills negatively impact mental health management indicators. Moreover, political factors, economic factors, technological factors, environmental factors, legal factors and organizational culture are positively related to corporate governance. Additionally, organizational culture positively impacts corporate governance, project governance and HRM, whereas project governance positively correlated with IPD and knowledge management.

The findings provide guidelines to AEC firms on achieving positive mental health management indicators through concentration on project organization design.

The purpose of this paper is to present a theoretical framework and the preliminary results from a research programme on organisational project management. It aims at exploring how organisational project management can be conceptualised as a function within the organisation.

The methodological framework is based on a constructivist epistemology. This research programme contains two sequential phases based on a robust mixed method. The first phase of the qualitative approach, which is the focus of this paper, includes 20 interviews with executives and middle managers.

This approach is expected to be helpful in assessing the fit between organisational context, project management implementation and organisational strategy. The proposed theoretical framework draws from the exploration of organisational project management as a function. Preliminary results confirm that organisational project management can be best understood as a function within the organisation. Future research includes the second phase of this research programme based on a quantitative approach.

This research situates project management within the theoretical field of organisational design. It borrows from innovation literature the concept of function that serve as a foundation piece in the proposed framework, to integrate the various activities undertaken to manage multiple projects.

This research provides some evidence for the organisation design that serves articulating different activities undertaken for the management of multiple projects into a coherent function throughout the organisation.

This research explores what organisations really do when they face the challenges of managing multiple projects while at the same time pursuing their operations. Interviews with executives and middle managers clearly justify the identification of a function dedicated to the overall project management.

This research draws on the resource-based view of the firm from strategic management and applies it to a study of competitive advantage in the project management context. The relationship between the characteristics of project management resources, focusing on organizational support for the project management process, and outcomes of the project management process are examined.

This study uses data gathered from 437 North American project management professionals with an existing survey tool that was used in a prior smaller sample study. The study uses Barney’s VRIO framework that assesses resources as valuable (V), rare (R), inimitable (I) and organizationally supported to leverage their value (O). The conceptual model hypothesizes relationships between the project management asset characteristics (valuable, rare, and inimitable), organizational support for the project management process, and project management performance outcomes (both project and firm level). Hypotheses are tested using factors extracted from a confirmatory factor analysis (CFA). The factors extracted include two factors representing valuable project management asset characteristics, one factor representing rare project management asset characteristics, one factor representing inimitable project management asset characteristics, two factors representing organizational support for the project management process, one factor representing project-level performance and one factor representing firm-level performance.

Project management assets that are considered valuable and organizational support for the project management process are found to contribute positively to project management process outcomes. No advantage was perceived from rare and inimitable project management assets. Project-level performance was found to significantly mediate the relationship between organizational support and firm-level performance.

This study draws managerial attention to organizational support for the project management process as a source of competitive advantage through its positive affect on both project-as well as firm-level performance.

The study uses a survey tool from previous research with a new, larger dataset to contribute to the understanding of the importance of organizational support for the project management process in a quest for both project success as well as a firm's competitive advantage.

This conceptual paper aims to develop a multi-level mental health management framework for project management practitioners (PMPs) in architecture, engineering and construction (AEC) project organizations through organizational design theories to extend current knowledge on mental health by revealing organizational, project and external environmental factors contributing to mental health management in AEC project organizations.

A systematic literature review was adopted to propose a theoretical model that integrated five organizational design theories: institutional theory, agency theory, resources-based theory (RBT), contingency theory and complexity theory.

The model reveals permanent organization, project organization and external environment factors for mental health management in AEC project organizations. It further proposed hypothetical interrelationships between elements of permanent organization, project organization, external environment and mental health management indicators to unravel the resultant effects of the interactions on mental health of PMPs.

This research contributes to the body of knowledge by developing a multi-level mental health management framework that identify and shows how combination permanent organization, project organization and external environment elements impact mental health of PMPs in AEC project organizations. It offers a model that offers guidance to practitioners on permanent organization and project organization management practices that can be implemented to improve mental health.

This study investigates whether corporate sustainability capability (CSC) along with project management maturity (PMM) based capability contribute to perceived organizational success. It also studies how this contribution varies by project type employed in the organization.

The research is based on survey data collected from 66 managers of mostly small service businesses. The survey instrument consisted of a four-part questionnaire with 41 indicators focusing on CSC, maturity in project management knowledge areas and perceived internal and external organizational success. The SEM methodology, GLM (General Linear Model), and ANOVA are used for the analysis of the causal relationship among the indicators. The moderating effect of Project Type is analyzed using the Multi Group Analysis.

The findings demonstrate the impact of the successful integration of corporate sustainability and organizational PMM efforts on organizational success. Project management capability strengthens the effects of sustainability efforts, specifically in economic and social sustainability. Moreover, project type ranging from derivative to breakthrough moderates this effect.

The findings demonstrate the strategic importance of corporate sustainability and its integration with organizational project management, valuing project sustainability management.

The study shows the importance of project management and sustainability capabilities for organizations in managing projects and developing vision, policy, and guidance with stakeholders, leading to organizational success.

This study reveals most success is achieved by maturity in stakeholder management, time, quality, communication and human resource management areas, economic and social sustainability capabilities demonstrated by platform and breakthrough projects.

The purpose of this paper is to explore the influence mechanism of job satisfaction and positive affect on knowledge sharing among project members in Chinese construction industry, and test the moderating role of organizational commitment between them in order to find a new approach from the perspective of psychology to improve the knowledge sharing performance within project management organizations in China constantly.

An empirical study was used based on confirmatory factor analysis and hierarchical regression analysis with a sample of 540 project members from 80 project management organizations in China.

Research results showed that job satisfaction and positive affect of project members both have a significant positive impact on knowledge sharing; organizational commitment could moderate the influence of job satisfaction and positive affect on knowledge sharing among project members partially within the Chinese context.

A questionnaire study from China only represents the relationship and regular pattern within a shorter time interval in the Chinese context. It is necessary to continue to implement a longitudinal study in a relatively long period in future research.

Knowledge sharing among project members can be enhanced through improving job satisfaction and positive affect, and strengthening project members’ organizational commitment can amplify the influence effect of job satisfaction and positive affect on knowledge sharing.

This paper clarifies the direct influence mechanism of project members’ job satisfaction and positive affect on explicit knowledge sharing (EKS) and tacit knowledge sharing (TKS), and further tests the partial moderating effect of organizational commitment on the influence relationship of job satisfaction and positive affect on EKS and TKS.

To put forward the, to date, unidentified viewpoint that organisational action research and project management have many shared properties – making it a useful exercise to compare and contrast them in relation to organisational management structures and strategies.

A conceptual exploration, drawing on a wide range of supporting literature, is used here.

Project management represents a mainstay strategy for much of the organisational research seen in health care management – and has done for many years. More recently, the exploratory literature on project management has identified many limitations – especially when matched against “traditional” examples. Many health services have witnessed a more recent organisational management drive to seek out alternative strategies that incorporate less hierarchical and more participatory research methods. Action research certainly fits this bill and, on further examination, can be incorporated into a project management ethos and vice versa.

The views expressed here are of a theoretical construct and have not been implemented, as they are presented in this paper, in practice. The intention, however, is to do so in some of the author's future studies.

If the management of health service organisations are to evolve to incorporate desirable structures that promote consumer‐oriented empowerment and participation (where the consumers also include the workforce), then having a wider array of research tools at one's disposal is one way of facilitating this. Incorporating action research principles into project management approaches, or the other way round, or marrying them both to form a “hybrid” research strategy – it is argued here – represents an appropriate and representative way forward for future organisational management studies.

In terms of originality, this represents a conceptual piece of work that puts forward constructs that have, to date, not featured in the health care literature. Its value lies in suggesting further options for organisational‐oriented health care research.

The purpose of this study is to empirically investigate how knowledge-based organizational support (KOS) influences organizational performance through project management.

Data were obtained from a survey and from archival sources with a time lag for the dependent variable; structural equation modeling was used to analyze the data. The sample was made up of 106 organizations in Colombia, considering two key respondents from each organization: general manager and project manager.

Results show that KOS is an antecedent of project management and project performance. Furthermore, project management and project performance play a mediating role between KOS and organizational performance.

Research limitations are the following: use of cross-sectional data with a time lag, one single unit of analysis, organizational performance analyzed only from a financial perspective. Despite these limitations, the paper puts forward relevant implications that bridge knowledge management and project management literature by clarifying the conditions under which knowledge organizational support generates a significant impact on organizational performance. Intellectual capital and knowledge management dynamic capabilities play a relevant role in this connection.

The findings have important practical implications: decision-makers are to allocate effectively hard and soft resources to configure a knowledge-based infrastructure, through the development of intellectual capital and knowledge management dynamic capabilities.

The findings are generalizable to projects management in the context of non-government organizations or other social-oriented initiatives.

This study assumes and operationalizes organizational support from a knowledge-based perspective, represented by intellectual capital and knowledge management dynamic capabilities, providing empirical evidence of the way KOS influences organizational performance through project management and project performance.

This study aims to examine the joint impact of networking capability and agile project management on organizational agility of telecommunication technology providers' in Indonesia. The study also examines the moderating role of market orientation as a predominant strategic orientation on the relationship between agile project management and organizational agility.

Research data were collected via a questionnaire survey from the executive management of telecommunication technology providers in Indonesia to obtain 150 valid questionnaires for analysis. This study analyzed the overall model fit and causal relationship using confirmatory factor analysis and structural equation modeling.

The results indicate that networking capability positively affects organizational agility. However, agile project management's significant effect on organizational agility occurs only when the relationship is moderated by market orientation. The results of the study also demonstrate that organizational agility positively affects organizational performance.

This study is based on a cross-sectional nature and might fail to capture the studied variables' dynamic over an extended period.

The study enriches the previous literature in organizational agility by presenting the collective impact of networking capability and agile project management and the moderating role of market orientation. However, dissimilar with major prior studies, the results indicate that agile project management's direct effect on organizational agility is not significant. Agile project management needs to be moderated by market orientation to create exceptional customer values and overcome the competition for the organization to achieve organizational agility, responsiveness and adaptability to address customers' needs and requirements. Furthermore, the study's result corroborates the importance of organizational agility to achieve organizational performance in the highly dynamic telecommunication industry.

The purpose of this paper is to define the integration capability dimensions and create a model for self-assessing the integration capability in inter-organizational projects.

A theoretical construct of, referred in this study as integration capability framework is elaborated following a systematic literature review. Thereafter, an integration capability self-assessment model, based on maturity thinking, is derived from the theoretical framework. The self-assessment model is further developed and tested for validity within five inter-organizational project networks in cooperation with industry practitioners, representing construction, industrial engineering, and mining sectors.

The results show that inter-organizational projects can use the developed model in self-assessing the maturity levels of various integration mechanisms, thus the state of integration capability at any point in time during inter-organizational projects.

This study is an attempt to identify how the integration capability dimensions can be self-assessed in inter-organizational projects, through the maturity levels of various integration mechanisms. The results offer insights for both academics and project management practitioners.