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Article

Hulya Julie Yazici

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

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

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Article

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…

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

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Article

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…

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

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Book part

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

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Article

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…

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

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Article

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

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Article

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…

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

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Article

Maude Brunet, Sofiane Baba, Monique Aubry, Sanaa El Boukri, Marie-Douce Primeau and Debra Dollard

This study focuses on the dynamic relationship between organizational actors and engaged scholars involved in a normative assessment conducted in a public organization…

Abstract

Purpose

This study focuses on the dynamic relationship between organizational actors and engaged scholars involved in a normative assessment conducted in a public organization managing major projects.

Design/methodology/approach

We build on a 15-month engaged scholarship experience carried out in the Ministry of Transport of Quebec. We explain and analyze the normative assessment process, using a storytelling approach and vignettes to explore four situated learning moments.

Findings

This study offers a deeper understanding of how normative assessment is conducted, and how situated and collective learning occur throughout. We find that both organizational actors and researchers learn through this process and synchronize their mutual learning such that researchers actually participate in a larger organizational transformation.

Research limitations/implications

Like any qualitative endeavor, this research is context-specific. We offer several research avenues to extend the applicability of findings.

Practical implications

This article could inspire organizations and scholars to collaborate on normative assessment during organizational transformation. This approach is of particular interest in the context of a worldwide pandemic where public and private organizations all have to adapt to new sanitary, economic, technological and social realities.

Social implications

In a context marked by growing concern for the research-practice gap and the relevance of scholarship, our study illustrates the development of a mutually beneficial collaboration between practitioners and researchers that enhances understanding of complex organizational phenomena and issues.

Originality/value

This research highlights the relevance of engaged scholarship and supports normative assessment as a social process to generate mutual learning.

Details

International Journal of Managing Projects in Business, vol. 14 no. 1
Type: Research Article
ISSN: 1753-8378

Keywords

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Article

Katarzyna Piwowar-Sulej

Organizational culture has an impact on various activities in organizations, including project management (PM). The aim of the study is to answer the following research…

Abstract

Purpose

Organizational culture has an impact on various activities in organizations, including project management (PM). The aim of the study is to answer the following research questions: RQ1: what significance is attributed to organizational culture compared to the objective project characteristics when choosing the dominant PM methodology in organizations? RQ2: which type of organizational culture is preferred for successful implementation of different PM methodologies? RQ3: what kind (if any) of relationship exists between the dominant type of organizational culture in organizations and the dominant PM methodology?

Design/methodology/approach

The author surveyed 100 project managers working in the financial industry in Poland with the use of personal structured interviews. The competing values framework (CVF) concept authored by Cameron and Quinn was used.

Findings

Project managers find organizational culture more important than objective project characteristics when choosing the dominant PM methodology in an organization. Although statistical analysis revealed a significant relationship between the preferred type of organizational culture and PM methodology, there is no significant relationship between the existing type of organizational culture and the PM methodology which prevails in the company.

Research limitations/implications

Future research should investigate other industries and other typologies of organizational culture.

Practical implications

The paper provides recommendations for management practice on how to shape organizational culture in the context of successful PM with the application of different PM methodologies.

Originality/value

This study fills a gap in the theory of PM by identifying and empirically verifying the theoretical linkage between the type of organizational culture and PM methodology.

Details

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

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Article

Carlos F. Gomes, Mahmoud M. Yasin and João V. Lisboa

The purpose of this paper is to examine the Portuguese public sector organizations' familiarity with, and willingness to utilize, project management tools, as these…

Abstract

Purpose

The purpose of this paper is to examine the Portuguese public sector organizations' familiarity with, and willingness to utilize, project management tools, as these organizations attempt to enhance their operational performance through carefully crafted organizational change.

Design/methodology/approach

Using a sample of 102 public officials, 30 project managers' characteristics, 23 project management variables, and information availability on these variables are studied and classified.

Findings

In general, the results clearly showed the familiarity of the participants with the important characteristics and variables of effective project management practices. Some exceptions were attributed to the specific nature of public sector operational systems.

Research limitations/implications

The sample used in this study is specific in nature. It consisted of Portuguese public sector officials at the middle‐level rank in the managerial hierarchy. Thus, the results should be interpreted accordingly.

Practical implications

Based on the results of this study, some important organizational implications regarding training and systems development were advanced.

Originality/value

This study empirically examines the public sector officials' knowledge and attitude regarding project management practices. It offers significant implications to public sector organizations, as they pursue a more open system operational orientation to meet growing environmental pressures and citizens' demands.

Details

International Journal of Public Sector Management, vol. 21 no. 6
Type: Research Article
ISSN: 0951-3558

Keywords

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