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Article
Publication date: 29 October 2021

Bashir Tijani, Xiaohua Jin and Robert Osei-Kyei

This conceptual paper aims to develop a multi-level mental health management framework for project management practitioners (PMPs) in architecture, engineering and…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

Engineering, Construction and Architectural Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 30 March 2012

Monique Aubry, Hélène Sicotte, Nathalie Drouin, Hélène Vidot‐Delerue and Claude Besner

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…

7273

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Practical implications

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.

Originality/value

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.

Details

International Journal of Managing Projects in Business, vol. 5 no. 2
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 21 February 2020

Hulya Julie Yazici

This study investigates whether corporate sustainability capability (CSC) along with project management maturity (PMM) based capability contribute to perceived…

1163

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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

Practical implications

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.

Originality/value

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.

Details

International Journal of Managing Projects in Business, vol. 13 no. 4
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 28 July 2021

Claudia-Inés Sepúlveda-Rivillas, Joaquin Alegre and Victor Oltra

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

Abstract

Purpose

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

Design/methodology/approach

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.

Findings

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/implications

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.

Practical implications

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.

Social implications

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

Originality/value

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.

Article
Publication date: 9 September 2021

Adler Haymans Manurung and Randy Kurniawan

This study aims to examine the joint impact of networking capability and agile project management on organizational agility of telecommunication technology providers' in…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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

Originality/value

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.

Details

International Journal of Managing Projects in Business, vol. 15 no. 1
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 31 July 2019

Linhua Sang, Dongchun Xia, Guodong Ni, Qingbin Cui, Jianping Wang and Wenshun Wang

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…

1326

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Practical implications

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.

Originality/value

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.

Details

Engineering, Construction and Architectural Management, vol. 27 no. 1
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 1 December 2005

Dean Whitehead

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…

3038

Abstract

Purpose

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.

Design/methodology/approach

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

Findings

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.

Research limitations/implications

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.

Practical implications

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.

Originality/value

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.

Details

Journal of Health Organization and Management, vol. 19 no. 6
Type: Research Article
ISSN: 1477-7266

Keywords

Book part
Publication date: 1 June 2018

Erla P. Heyns and Sasja Huijts

Libraries have a growing interest in project management; however, the application of formal project management practices remains small. Are libraries using formal…

Abstract

Purpose

Libraries have a growing interest in project management; however, the application of formal project management practices remains small. Are libraries using formal practices and do different organizational cultures foster or hinder the use of project management?

Methodology/approach

A survey was used to investigate the prevalence of project management in the 14 Big Ten Academic Alliance (BTAA) libraries and to assess the organizational culture of these libraries to identify whether the culture fosters project management. A two-part questionnaire included the Organizational Culture Assessment Instrument (OCAI) by Cameron and Quinn (2011) and questions about project management practices. A project management maturity model was applied to determine the degree of project management maturity.

Findings

Even though libraries report perceived project management success, this is not often associated with the use of project management practices. Libraries with hierarchical organizational structures are less likely to have formal project management practices and libraries with clan cultures are more likely to use formal project management practices.

Originality/value

This study contributes to a small base of research on the use of project management practices in academic libraries. Specific suggestions on the value of including formal project management practices and the relationship between organizational culture and the use of project management could provide an impetus for libraries to explore the formal adoption of this practice.

Details

Project Management in the Library Workplace
Type: Book
ISBN: 978-1-78754-837-4

Keywords

Article
Publication date: 23 August 2020

Muhammad Aamir Saeed, Yuanyuan Jiao, Muhammad Mohsin Zahid, Humaira Tabassum and Shazia Nauman

The aim of the current study is to empirically assess the effects of organizational flexibility on project portfolio (PP) performance, with the mediating role of…

Abstract

Purpose

The aim of the current study is to empirically assess the effects of organizational flexibility on project portfolio (PP) performance, with the mediating role of innovation and moderating effects of environmental dynamism (ED) and absorptive capability (AC).

Design/methodology/approach

Data were collected from 173 manufacturing firms and analyzed using structural equation modeling (SEM) with the help of a partial least squares (PLS) approach.

Findings

Results show that innovation partially mediates the relationship between organizational flexibility and PP performance. Furthermore, the moderating effect of ED between organizational flexibility and innovation was analyzed. Additionally, AC also observed as a moderator between innovation and PP performance.

Originality/value

Based on the resource-based view, this study contributes to the literature by addressing the roles of innovation, ED and AC in the relationship between organizational flexibility and PP performance. Implications for managers also discussed in the end; for example, to be more competitive, they should incorporate flexibility into the firm to encourage innovation. It also emphasizes to select new innovative opportunities that correspondingly have effects on the PP performance.

Details

International Journal of Managing Projects in Business, vol. 14 no. 3
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 2 October 2017

David Shaw

The purpose of this paper is to assess the influence of people management practices on the outcomes of organisational change projects through their contributions to…

5943

Abstract

Purpose

The purpose of this paper is to assess the influence of people management practices on the outcomes of organisational change projects through their contributions to organisational learning. The contributions to their outcomes of particular corporate and project-specific people management practices are considered.

Design/methodology/approach

Case studies of two organisational change projects undertaken by Arts Council England during 2006-2007 are used to examine how far and in what ways people management practices influence the outcomes of such projects. Organisational change is considered as an instance of organisational learning, which in turn is examined in relation to the twin activities of developing new ideas and internal sense-making.

Findings

Evidence is presented that certain people management practices, individually and in combination, influence the outcomes of organisational change projects significantly through their contributions to organisational learning.

Research limitations/implications

Research into the influence of particular people management practices, and the contexts and processes through which it is exerted, is necessary to develop more generalisable conclusions. This influence is liable to be invisible to less granular research into people management as a general construct.

Originality/value

Research into the use of project management methods specifically to implement organisational change is sparse. The findings of this paper contradict findings from research into the influence of people management on project outcomes in general, which suggest that it does not have a significant effect.

Details

Journal of Organizational Change Management, vol. 30 no. 6
Type: Research Article
ISSN: 0953-4814

Keywords

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