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The aim of this study is to increase the understanding of collaborative relationships and assess according to the project size, the influence of the contributory factors in shaping collaboration network structure in projects developed in global supply chains (GSC).

The paper used a case study methodology applied to eight global projects developed by an Austrian company leader in global market intra-logistics solutions and warehouse automation. The cases were studied by two approaches in network analysis. First, visual and descriptive analysis to describe structural aspects of the network. Second, stochastic network analysis to evaluate the influence of contributory factors in the structure of the collaboration network.

The results evidence that independently of the project size and project manager influence, project team roles (PTR) who have a reciprocal communication among other PTR tend to have a higher collaboration intensity (CI). Additionally, the results highlight the influence of the project manager in shaping the collaboration network in standard projects (STP) and small projects (SMP). According to the project size, the results show that the PTR that form complete triangles or cluster or who communicate frequently among each other tend to have a high CI, being more evident these tendencies in large-scale projects than STP and SMP.

This research provides a framework to identify the key actors and contributory factors in shaping collaborative relationships in GSC. The findings could be used to support the decision-making process and formulation strategies for effective collaborative relationship management in GSC.

This research explores project manager (PM) behavior in their professional virtual communities (PVCs), using social identity theory as a theoretical foundation. The purpose is to examine the extent to which PMs seek information on key topics in the Project Management Body of Knowledge Guide (PMBoK).

A text data analytics methodology that uses quantitative and qualitative analysis techniques is followed. The research method reveals relationships in language-based data gathered from six project management forums and blogs.

Information related to all the PMBoK topics is sought in the project management virtual communities. People management topics account for a dominant portion of interactions. The findings enhance social identification theorizing for the PM role. From a practical standpoint, the findings shed light on focal areas for greater emphasis in PM PVCs.

Our people management finding constructively replicates existing findings via a large, global sample and strengthens calls for increased focus on people management matters in project management. As a result, we call for increased scholarly attention to people management in project management. Finally, we encourage pursuit of several research questions to enhance knowledge of PM information-seeking behavior.

This study delves into the dynamics between Agile Response to Change (AR), Adaptive Scoping (AS), Stakeholder Engagement (SE) and Project Performance (PP), with a special focus on the moderating influence of Project Complexity (PC). The research, grounded in a thorough literature review, identifies critical gaps in these areas and examines the extent to which PC moderates the effects of AR, AS and SE on PP, offering new perspectives for managing complex projects.

The research develops a conceptual model based on a critical analysis of existing literature. A comprehensive questionnaire was designed, incorporating 28 items to measure AR, AS, SE, PP and PC. Data was collected from 136 project managers across various industries, and the responses were analysed using structural equation modelling (SEM) to explore the complex interplay between these variables.

The analysis revealed that internal AR (ARint) significantly enhances both quantitative (PPqt) and qualitative aspects of PP (PPql). AS and SE were found to positively influence PPql, but their impact on PPqt was not significant. Interestingly, PC was observed to negatively moderate the relationship between ARint and PPql, while its moderating effect on the relationship between ARint and PPql was not significant. The study also notes that PC does not significantly alter the positive correlations between AS, SE and PPql.

This research contributes to the existing body of knowledge by elucidating the relationships between ARint, AS, SE and different dimensions of PP. It uniquely explores the role of PC as a moderating variable in these relationships, offering valuable insights for practitioners and researchers in the field of complex project management.

The aim of this study is to report and reflect on the development of a tailored executive education programme rooted in state-of-the-art research and focused on enhancing and embedding project leadership competences in a multi-national project-based organisation.

Through a detailed description of an example of a leadership development programme, the paper reflects on the learning journey. Drawing on research in management education, leadership and project management competence development, the authors present the rationale, design, delivery and participant and organisational experiences.

Reflections on the learning journey identify five key points: a) the fundamental role of a programme champion, b) the importance of balancing rigour and relevance in executive education programme design, c) the importance of attending to the milieu of the clientele in terms of culture, demands and where they are in terms of their learning journey, d) the significant role that reflection can play in personal development and e) the competences necessary for project leadership.

This paper reflects on a single programme for a single organisation and is therefore at risk of being idiosyncratic and not generalisable. This is indeed a limitation. However, the authors are all experienced in delivering executive education – and therefore can use those experiences to view the reflections. Many of the considerations noted here resonate with other programmes (both in support and through experience of omission having detrimental effects).

The paper provides new insights into developing enduring and effective leadership competences in complex project management, i.e. one that has a lasting impact on the organisation and is recognised to provide benefits. The reflections on how the authors charted a course and embarked on a journey are deemed of relevance to academics and industry.

The paper provides, for both industry practitioners and academics, new insights into effective leadership development in complex project management, one that has a lasting impact on the individual and the organisation and is recognised to provide benefits.

The purpose of this study is to propose an improved framework for managing Private Participation in Infrastructure ICT (PPI-ICT) projects in the context of developing countries as the requirements to manage them are different in several aspects.

The framework has been proposed based on an exhaustive literature review and statistical analysis of the PPI-ICT projects’ data set using logistic regression, F-test and student’s t-test. The proposed framework was also applied to the PPI-ICT projects.

The framework is an extension to NTCP (novelty, technology, complexity and pace) approach by including extrinsic factors such as income of the country, climate risk, religious diversity, political stability, regularity quality and control of corruption. The proposed framework was used to analyze project characteristics and their external conditions in the context of developing countries. Based on the analyses, the authors have presented a detailed set of recommendations for project managers, practitioners and governments to improve the success rate of these projects.

The major contribution of this study is the framework, which encompasses the NTCP model as well as extrinsic characteristics of PPI-ICT projects. The proposed framework is meant to assist the project managers to comprehend the project characteristics and its external environment to identify an adequate approach for managing projects successfully.

The purpose of this article is to analyze the existing studies on the application of artificial intelligence (AI) in lean construction management (LCM). Further, this study offers a classification scheme that specifies different categories of AI tools, as applied to the field of LCM to support various principles of LCM.

This research adopts the systematic literature review (SLR) process, which consists of five consecutive steps: planning, searching, screening, extraction and synthesis and reporting. As a supplement to SLR, a bibliometric analysis is performed to examine the quantity and citation impact of the reviewed papers.

In this paper, seven key areas related to the principles of LCM for which AI tools have been used are identified. The findings of this research clarify how AI can assist in bolstering the practice of LCM. Further, this article presents directions for the future evolution of AI tools in LCM based on the current emerging trends.

This paper advances the LCM systems by offering a lens through which construction managers can better understand key concepts in the linkage of AI to LCM.

This research offers a new classification scheme that allows researchers to properly recall, identify and group various applications of AI categories in the construction industry based on various principles of LCM. In addition, this study provides a source of references for researchers in the LCM discipline, which advances knowledge and facilitates theory development in the field.

Temporal leadership is a new construct that predicts team outcomes. This study examines the mediating role of shared temporal cognitions and the moderating role of time pressure in the relationship between temporal leadership and project success within sustainable construction projects.

The multi-source and multi-wave data were collected via self-administered questionnaires from teams working on sustainable construction projects. The direct and mediating hypotheses were tested using multi-level structural equation modelling, while moderated mediation hypotheses were examined by applying the bootstrap method using SPSS Process Macro.

The results showed that temporal leadership enables project success via shared temporal cognitions. Temporal leadership is most beneficial for facilitating project success via shared temporal cognitions when teams experience high time pressure.

This is the first study examining shared temporal cognitions as a mediator of the relationship between temporal leadership and project success. Also, this is the first study that considered time pressure as a boundary condition that influences the relationships between temporal leadership, shared temporal cognitions and project success within sustainable construction projects. The study provides valuable advice to project managers and project-based construction organizations about using and managing time within projects.

The purpose of this study is to improve supplier performance and strategic sourcing decisions by integrating jobshop scheduling, inventory management and agile new product development. During the COVID-19 pandemic, the organizations have struggled a lot to maintain the supplier performance and strategic sourcing decisions in the organizational benefit. However, in this context, the organization’s agile new product development (ANPD) process must be aligned with this requirement by maintaining the inventory and jobshop scheduling. As a result, identifying ANPD indicators, performance metrics and developing a structural framework to guide practitioners at various stages for smooth adoption is essential to improve the overall performance.

A comprehensive literature review is conducted to identify jobshop scheduling, inventory management and ANPD indicators along with the performance metrics, and the hierarchical structure is developed with the help of expert opinion. The modified stepwise weight assessment ratio analysis (SWARA) and weighted aggregated sum product assurance (WASPAS) techniques, along with expert judgement, are used in this study to calculate the weights of the indicators and the ranking of the performance metrics.

As per the weight computation by SWARA method, the strategy indicators have the highest relative weight, followed by the product design indicators, management indicators, technical indicators, supply chain indicators and organization culture indicators. According to the ranking of performance metrics obtained through WASPAS, the “frequency of new product development is at the top”, followed by “advances in product design and development” and “estimated versus actual time to market”.

It is believed that the framework developed will help industrial practitioners to plan effectively to improve supplier performance. The indicators identified may guide the ANPD penetration, and performance metrics may be useful for evaluation and comparison.

The outcomes of the present study will be extremely beneficial for the industry practitioners to improve the supplier performance. The indicators identified may guide the ANPD penetration, and performance metrics may be useful for evaluation and comparison.

A unique combination of modified SWARA–WASPAS technique has been used in this study which would be beneficial for organizations willing to adopt the jobshop scheduling and inventory management and ANPD for improving supply chain performance.

This paper aims to understand and document evaluation criteria used in the new product development (NPD) process of small- and medium-sized enterprises (SMEs) to support the management and control of their NPD projects.

This study combines exploratory and explanatory methodology (case studies) involving five Canadian small and medium enterprises (SMEs) that are successful in NPD. The authors conducted semi-structured interviews with nine selected managers and project managers to explore the process and evaluation criteria used to manage and control NPD projects.

The results highlight that cost, time and quality are key evaluation criteria used by SMEs to make decisions relative to the NPD project's success. Profitability, return on investment, expected sales and customer satisfaction are additional criteria used to evaluate NPD project's success. It has been also found that the SMEs did not consider sustainability issues in the criteria used as their focus are on the needs of stakeholders, mainly customers.

Limitations: The evaluation criteria are extracted from a limited number of SMEs that have successfully carried out NPD projects and may therefore be influenced by some contextual factors. The results cannot be generalized to all SMEs or to all projects, as their characteristics may differ. Implications: This study offers a novel outlook on NPD process in SMEs, by documenting criteria related to constraints in project management. The integration of theory of constraints contributes to increasing theoretical knowledge about the management and control of NPD projects in SMEs. It provides insight into how project managers (and other decision makers) can increase the chances of project success by managing project constraints and criteria.

The evaluation criteria identified in this study can therefore be of use to SMEs managers and project leaders seeking to improve the management and control of their NPD projects. These criteria can help them better manage their limited resources and skills and allocate them to the most promising projects. They can also help them conduct their NPD process more efficiently to achieve the intended objectives, including the desired project profitability targets.

This paper offers new insight and practical implications about evaluation criteria within the stages and activities of the NPD process that needed to be considered by SMEs' managers involved in NPD projects.

Against a background context of Construction 4.0, this study aims to explore what digital leadership in construction firms is, why it is necessary and what considerations it involves. It provides a digital leadership considerations framework to aid organisational digital transformations.

To address the research question informing what digital leadership involves, an interpretivist study was conducted. Eleven purposively selected expert practitioners, including construction business leaders and company digital champions were surveyed using in-depth semi-structured interviews. This obtained insights and reflections on how construction leaders can impel digital transformations.

How construction leaders can embed the skills to drive such transformation in their firms, what the essential digital skills for construction businesses now are in Construction 4.0 and how leaders can attempt to evaluate the value of digital technology for their business practices, are all crystallised. Impacts of digital transformations on the construction workplace are also highlighted.

Because of this work, business leaders will be better equipped to lead and support further digital transformation efforts in Construction 4.0. Future research directions aid academics.

Clear definitions of digital transformation and digital leadership are provided, and a digital leadership considerations framework is provided to support firm-level digital transformations for Construction 4.0.