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Modelling human resource dimension of international project risk management

Rahul Vishwanath Dandage (Department of Automobile Engineering, Rajendra Mane College of Engineering and Technology, Ratnagiri, India and Department of Mechanical Engineering, Sardar Patel College of Engineering, Mumbai, India)
Santosh B. Rane (Department of Mechanical Engineering, Sardar Patel College of Engineering, Mumbai, India)
Shankar S. Mantha (Technical Higher Education, AICTE, New Delhi, India)

Journal of Global Operations and Strategic Sourcing

ISSN: 2398-5364

Article publication date: 11 January 2021

Issue publication date: 28 June 2021




Project risk management (PRM) and human resource management (HRM) are the two critical success factors (CSFs) for international project management. This paper aims to correlate these two CSFs, identify the human resource (HR) barriers, develop a hybrid model for risk management and develop strategies to overcome the HR barriers to effective risk management in international projects.


In total, 20 key HR barriers have been identified through a literature survey and verified by project professionals. These HR barriers are ranked according to their ability to trigger other barriers by analysing their interactions using the decision-making trial and evaluation laboratory (DEMATEL) method. Based on Ulrich’s revised model for HR functions, a hybrid framework for international PRM has been proposed.


DEMATEL analysis categorized nine barriers as cause barriers and 11 as affected barriers. The “PROJECTS” model proposed for HR strategy development suggests eight strategies to overcome these nine cause barriers. The hybrid PRM framework developed includes the effect of the HR dimension.

Research limitations/implications

This paper presents the generalized prioritization of HR barriers to international PRM. For a specific international project, the HR barriers and their prioritization may change slightly. The hybrid framework for PRM and the strategy development model suggested are yet to be validated.


Correlating two CSFs in international project management, i.e. HRM and PRM and ranking the HR barriers using the DEMATEL method is the uniqueness of this research paper. The hybrid framework developed for PRM based on HR functions in Ulrich’s revised model and the proposed new HR strategy development model “PROJECTS” are unique contributions of this paper.



The authors wish to thank all the respondents associated with the international project who helped in verifying the HR barriers, providing the appropriate rating for the interdependence of HR barriers which formed the basis for DEMATEL analysis and also developing the HR strategy development model. The authors also thank all the researchers who published literature on PRM, HRM and DEMATEL method created a solid foundation for this research work.


Dandage, R.V., Rane, S.B. and Mantha, S.S. (2021), "Modelling human resource dimension of international project risk management", Journal of Global Operations and Strategic Sourcing, Vol. 14 No. 2, pp. 261-290.



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