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The constructive research approach in project management research

Adekunle Oyegoke (University of Salford, Manchester, UK)

International Journal of Managing Projects in Business

ISSN: 1753-8378

Article publication date: 13 September 2011




Project management (PM) is a diverse discipline which covers the study of management practices. Different research approaches have been used in the study of PM but not much emphasis has been given to the constructive approach which is implicitly applied in most cases through managerial constructions. The purpose of this paper is to support the application of the constructive research approach to the construction PM discipline. It is also aimed at showing the rigour of the constructive research approach that satisfies the requirements of applied studies research.


The study is carried out via extensive literature review and a demonstrative example of the development of the Specialist Task Organisation procurement approach through the six stages of the constructive research approach.


The paper shows the applicability of the constructive research approach to construction and PM. The paper also highlights some criticisms that the constructive approach has not been firmly rooted in PM research and suggests some solutions.

Research limitations/implications

The constructive research approach is applicable to the PM discipline because most research in this field is applied and practical. The paper specifically scrutinises and promotes the constructive research approach.


The paper will provide an additional research tool in the PM discipline that produces innovative solutions which are grounded by valid research instruments. The impact of this paper will increase the popularity of this research methodology, generate and stimulate a debate to further explore its application and the development in the PM discipline.



Oyegoke, A. (2011), "The constructive research approach in project management research", International Journal of Managing Projects in Business, Vol. 4 No. 4, pp. 573-595.



Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited

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