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Applies a modular approach to the definition of management. Includes ten separate definitions and modules in an attempt to answer the relatively sweeping question of what management is all about. Various parts of the model could be used for different purposes. First, it may help managers understand the complexities of their job in various situations and identify areas of strengths and weaknesses. Second, the model may assist teachers and educators in planning programmes of management development.

Despite the documented benefits of voice behavior for projects, little is known about antecedents of voice behavior in the project context, especially construction projects. Against this background, adopting a multi-team system perspective, this study attempts to investigate antecedents of team voice behavior from a contextual view.

This study identifies and examines six factors that influence team voice behavior. Specifically, project urgency, project temporality, and project complexity are identified from the project nature perspective. Satisfaction, trust, and commitment are generated from the relationship quality approach. Then, data from completed construction projects in China was collected to verify the effectiveness of these factors. Besides, the partial least squares structural equation modeling (PLS-SEM) technique was used in this study.

All six factors are found to be significant predictors of promotive team voice behavior. For prohibitive team voice behavior, only project complexity and project commitment make significant effects. Further, the differential effects of these factors on two types of voice behavior are revealed.

This study contributes to the literature on voice behavior in the project context, especially construction projects consisting of multiple teams. Also, this research enriches our knowledge on antecedents of team voice behavior in construction projects and thus affords practical implications to foster voice behavior.

The contribution of project success and the organisation's efficiency is consensual in the literature. However, the value of project management (PM) brings to the organisation's effectiveness through the alignment with strategy, contributing to its competitiveness and business success, is yet little explored. This study addresses the literature gap that concerns the relationship between PM and the organisation's competitiveness, proposing a holistic conceptual model to understand of how PM brings value to the organisation. This work also aims to demonstrate the practical implications of theoretical contributions to the value of PM. For this, a detailed action research (AR) was planned to show how researchers and practitioners could work and collaborate in a real problem and prove the AR approach's adequacy to the PM field.

The methodology starts with a systematic literature review (SLR), followed by content analysis to develop a conceptual model of PM's value. To validate the theoretical constructs and transfer the results to real context, an AR plan is then carried out to support a specific PM problem presented by an automotive industry company.

The results have theoretical and practical implications. An original conceptual model is developed–the value of PM: Key factors–defending a multidimensional and holistic perspective to understand the PM's value. A set of key factors was identified, structured, interrelated and exemplified their practical implementation in a single company. In addition to the technical key factors identified in the literature review, the AR plan unveils crucial social aspects to improve PM's value, such as leadership, strong communication and open processes. This work shows the central role of PM methodologies in integrating and interconnecting the key factors, emphasizing the projects' strategic level.

The present work was developed in a specific and particular organisational context and industry.

The AR plan presents a company's original programme–Hyper Competitiveness (HC) Temple–implemented in an automotive company. Project management professionals could understand how this company implemented each key factor, defended in a conceptual model and lead the project's results to the business value.

The research originality lies in rethinking PM's value to organisations from a holistic perspective: multi-dimensional, temporal, life cycle, multi-organisational, pointing out a set of technical and social key factors.

Comprehensive project portfolio risk (PPR) analysis is essential for the success and sustainable development of project portfolios (PPs). However, project interdependency creates complexity for PPR analysis. In this study, considering the interdependency effect among projects, the authors develop a quantitative evaluation model to analyze PPR based on a fuzzy Bayesian network.

In this paper, the primary purpose is to comprehensively evaluate project portfolio risk considering the interdependency effect using a systematical model. Accordingly, a fuzzy Bayesian network (FBN) is developed based on the existing studies. Specifically, first, the risks in project portfolios are identified from the project interdependencies perspective. Second, a fuzzy Bayesian network is adopted to model and quantify the interaction relationships among risks. Finally, the model is implemented to analyze the occurrence situation and characteristics of risks.

The interdependency effect can lead to high-stake risks, including weak financial liquidity, a lack of cross-project members and project priority imbalance. Furthermore, project schedule risks and inconsistency between product supply and market demand are relatively sensitive and should also be prioritized. Also, the validity of this risk evaluation model has been proved.

The findings identify the most sensitive risks for guaranteeing portfolio implementation and reveal interdependency effect can trigger some specific risks more often. This study proposes for the first time to measure and analyze project portfolio risk by a systematical model. It can help systematically assess and manage the complicated and interdependent risks associated with project portfolios.

Suggests that an open‐door policy is one of the means organizations use to improve communication with employees, enhance trust and motivation, and reduce the need for unionization, though it is problematic and difficult to implement. Points out that a major difficulty is employees′ perceptions of the barriers that exist between them and management; additional obstacles involve behavioural as well as organizational issues. Discusses the pay‐offs associated with open‐door policies, together with the difficulties and dangers involved. Outlines the elements which characterize an effective policy and describes examples of policies that have been demonstrated to work in practice.

The purpose of this paper is to describe how the concepts of business models and project governance can enhance value creation in building projects.

Based on theory derived from management literature, the authors outline a framework combining a project’s business case and governance functions with the business model of the design team. This was tested in two major projects and evaluated in three expert workshops.

The research reveals that the business model of the design team focus on efficiency rather than on the client’s strategic objectives. This entails a need for project governance functions. The framework presented shows promising capability of aligning the project with client strategy. The authors believe there is significant value in transferring these ideas and knowledge across national boundaries.

The research identifies a gap between business objectives and outcome. The value creation approach in the client organisation diminishes into the way project governance is implemented in some projects. The conceptual framework provides the industry with a new tool for improving its knowledge and practice.

First governance model derived from strategy theory that combines strategy and governance in one holistic model.

The purpose of this paper is to analyze the similarities and differences between the Danish rethinking project management (RPM) initiative named Project Half Double (PHD) and the RPM research stream. The paper furthermore discusses how PHD and RPM can inspire each other in research and practice.

This is an empirical paper based on collaborative research between industry and researchers. PHD has developed principles and practices driven by industry consisting of ten leading stars and the impact, leadership and flow (ILF) method. The ten leading stars and ILF method are compared to RPM research. The comparative analysis is then used in a broader discussion about how the research-driven RPM initiative can enrich the industry-driven PHD initiative and vice versa depicted in a theoretical understanding of translations between global ideas and local implementations.

RPM and PHD share a focus on value creation, social processes, learning and complexity while PHD also focusses on lean thinking, agile thinking, front-end loading and leadership, which are largely topics beyond the RPM research stream.

The paper presents how stakeholders from Danish industry interpret the actuality in projects and how they want to move forward with a radically different project paradigm. This is expressed in the ten leading stars and ILF method, which is compared and contrasted to the existing RPM literature providing a foundation for further development of both RPM and PHD.

Few scholars have been cited as frequently as Pinto, Slevin, and Prescott for their contributions to project success and related critical success factors (CSF) in the 1980s. Studies since then built on their articles to broaden and refine our understanding of the topic. The purpose of this paper is to discuss the reasons for the impact of these seminal contributions and how the topic of project success continues to evolve.

The paper analyses the popularity of Pinto and his colleagues' contributions to project success and reviews the development of this field of research since then.

Project success remains a vibrant school of thought as do the earlier definitions, measurement scales and dimensions, and assessment techniques that Pinto and his colleagues developed. The authors view success more broadly and think of it strategically because they consider longer‐term business objectives. Some research is now based on managerial or organizational theories and reflects the multi‐dimensional and networked nature of project success.

Practically, the classic contributions in project success continue to be valid. The authors see diversity in how success is defined and measured. The CSFs vary by project types, life cycle phases, industries, nationalities, individuals, and organizations.

The paper relates earlier understandings of project success to subsequent research in the field and underscores the significant findings by Pinto, Slevin, and Prescott.

The purpose of this paper is to review the impact of the clinical leadership programme, in enabling the Darzi fellows to lead change projects in health and care services, and to secure quality healthcare in the NHS beyond the lifetime of the programme.

A longitudinal empirical investigation of clinical leaders (n=80) over an eight-year period was framed through an activity theory (AT)-driven research methodology using a mixed-methods approach.

AT illuminated how change was sustained in the NHS in London through the Darzi Clinical Leadership Fellowship. By any reasonable measurement, this programme excels, with learning and positive behavioural change sustained after the Fellowship across the NHS. Further recognition is needed of the continuing development needs of fellows as they take on more responsible leadership roles in their careers.

Darzi fellows are a hard-to-reach group. The sample represents a response rate of 34 per cent. In total, 77 per cent of respondents emanated from cohorts 5 to 8 programmes.

The investment in a clinical leadership programme focused on systems leadership for quality generates value for the NHS.

Countless interventions flowed through London’s healthcare community and beyond as a result of the Fellowship. This research exposed how Darzi fellows continue to lead innovation for alternative healthcare outcomes. Many proactive fellows employ a suite of learned skills and capabilities to lead systemic change.

This research is the first known longitudinal clinical leadership development study undertaken. The Darzi programme has created a unique clinical network of mutually supportive, team-centric systems thinkers and doers, with an evidence-based approach to systems change. Many fellows are catalysing sustainable change in the healthcare environment.