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Design of architecture, engineering and construction (AEC) project organizations expose project management practitioners (PMPs) to poor mental health due to the influence of project organization designs on project management activities assigned to the PMPs. The AEC project organization design comprises the integration of permanent organization, project organization and external environment layers. In spite of the link between project organization design and mental health, limited studies have examined the impact of permanent organization factors, project organization factors and external environmental factors on mental health management practices. Therefore, this study aims to examine the interactive relationships between permanent organization factors, project organization factors, external environment factors and mental health management indicators.

Four organizational theories: institutional theory, agency theory and resource-based theory were integrated to develop a theoretical model guiding the aim of the study. Eighty-two survey data were collected from PMPs in AEC firms in Australia. Structural equation modelling was used to test the relationships between the constructs.

The study found that mental health management indicators are predicted by the interactive and direct effects of permanent organizational factors, project organizational factors and external environmental factors. The results of the interactive effects of the factors and mental health management indicators revealed that 20 of 26 proposed hypotheses were supported. Based on the established hypotheses, economic factors, technological factors, environmental factors, legal factors and organizational culture positively correlated with mental health management indicators. Likewise, human resources management (HRM), corporate governance, project governance and integrated project delivery (IPD) positively impact mental health management indicators. However, political factors, social factors, knowledge management and project management skills negatively impact mental health management indicators. Moreover, political factors, economic factors, technological factors, environmental factors, legal factors and organizational culture are positively related to corporate governance. Additionally, organizational culture positively impacts corporate governance, project governance and HRM, whereas project governance positively correlated with IPD and knowledge management.

The findings provide guidelines to AEC firms on achieving positive mental health management indicators through concentration on project organization design.

This paper aims to investigate the characteristics and dynamics of the organizational changes needed to facilitate the management of an Industry 4.0 transformation in manufacturing SMEs and propose an approach to manage them.

This research focuses on a single manufacturing SME in North America, and data were collected using a research intervention method. Data were collected through observation and intervention within the SME over 27 months.

The research has shown that organizational changes are required in manufacturing SMEs to better manage their Industry 4.0 transformation projects.

Using the case study method limits the generalization of the results. The organizational changes observed, and their characteristics might be specific to the studied manufacturing. Although results could vary in different contexts, many manufacturing SMEs have similar characteristics to those observed in this study.

This research provides preliminary evidence of an iterative organizational change management approach that manufacturing SMEs must adopt to facilitate the management of their digital transformation.

This research provides a better understanding of how a manufacturing SME can improve its capabilities to manage its digital transformation by introducing iterative organizational changes. From these results, a link to the organizational learning literature can be drawn and developed upon.

The purpose of this study is to determine how project governance influences project success. According to the authors, such an effect is mediated by organizational support and project team cohesion. The direct and indirect effects of organizational support and project team cohesion provided helpful information. The authors’ objective is to contribute to the project management knowledge of how project team cohesion plays a significant role in project success.

Data were collected from 350 employees working in Pakistan’s oil and gas industry. Four prime oil and gas exploration companies were selected as samples based on their contribution to the revenue. SPSS v23 and AMOS v23 were used for constructing structural equation modeling and path analysis to examine the direct and indirect effects.

The results revealed that project governance is positively related to project success. Furthermore, organizational support and project team cohesion mediated the relationship between project governance and project success.

Team cohesion has been primarily a topic of interest in sports psychology literature, education and medical sciences. There is an expressed need to investigate team cohesion issues in the broad domain of organizational development, specifically the project management literature. This study contributed by discussing team cohesion in the project context. Second, project governance was investigated using the conservation of resources theory. The lens of intellectual capital was applied to examine intangible resources of project governance like rules, regulations and directives for project success.

Due to the frenetic and dynamic working conditions ascribed to architecture, engineering and construction (AEC) project organizations, enormous research has addressed the poor mental health propensity of project management practitioners (PMPs). However, research has not considered the distant factors related to organizational design causing poor mental health. Therefore, this study addresses the problem by integrating institutional theory, agency theory and resource-based theory (RBT) to explore the relationship between organizational design elements: project governance, knowledge management, integrated project delivery, project management skills and mental health management indicators. Examples of mental health management indicators include social relationships, work-life balance and project leadership.

Purposive sampling method was adopted to collect survey data from 90 PMPs in 60 AEC firms in Australia. Structural equation modelling (SEM) was utilized to test the relationship between the variables.

The research found that project governance, knowledge management and integrated project delivery are positively correlated to mental health management indicators. However, the research finding suggests that project management skills have a negative impact on mental health management indicators.

The findings offer guidelines to AEC firms on achieving positive mental health management outcomes through concentration on project governance, knowledge management and integrated project delivery. It further calls for a reconsideration of existing project management skills causing poor mental health management outcomes.

This paper discusses the effects of enabling conditions of project knowledge management in building volatile organizational memory. The theoretical rationale underlies a recursive relationship among enabling conditions of project knowledge management, organizational learning and memory.

This research employs a qualitative descriptive single case study approach to examine a mobile application development project undertaken by a major software company in Brazil. The analysis focuses on the project execution using an abductive analytical framework. The study data were collected through in-depth interviews and company documents.

Based on the research findings, the factors that facilitate behavior and strategy in managing project knowledge pose a challenge when it comes to fostering organizational learning. While both these factors play a role in organizational learning, the exchange of information from previous experience could be strengthened, and the feedback from the learning process could be improved. These shortcomings arise from emotional tensions that stem from power struggles within knowledge hierarchies.

Based on the research, it is recommended that project-structured organizations should prioritize an individual’s professional experience to promote organizational learning. Organizations with well-defined connections between their projects and strategies can better establish interconnections among knowledge creation, sharing and coding.

The primary contribution is to provide a comprehensive view that incorporates the conditions required to manage project knowledge, organizational learning and memory. The findings lead to four propositions that relate to volatile memory, intuitive knowledge, learning and knowledge encoding.

This study investigates the link between servant leadership and project management effectiveness in developmental projects in non-governmental organisations (NGOs). Further, this study examined the mediating role of conflict resolution and moderating role of organisational culture.

A three-wave survey of 288 non-governmental organisation (NGO) employees was used to evaluate the hypotheses. Hierarchical regression analysis and Hayes' PROCESS macro technique were used for data analysis.

In this study, servant leadership positively affects employee project management effectiveness in developmental projects in NGOs, and conflict resolution mediates the relationship. Furthermore, the results show that organisational culture moderates the positive relationship between servant leadership and employee project management effectiveness. Moreover, the authors investigated the hypotheses via a moderation mediation model. The strength of the mediated link between servant leadership and project management effectiveness (via conflict resolution) depends on organisational culture strength.

Leaders that practice servant leadership care for their employees genuinely and serve them by allowing them to make their own decisions. Every organisation may benefit from this leadership style since it encourages project effectiveness

New empirical data from this study suggests that servant leadership positively and substantially affects employee project management effectiveness in developmental projects in NGOs.

This study seeks to illuminate the managerial tensions inherent in implementing scaled agile (on the organizational, top management, middle management and team levels) and to frame these challenges within the broader context of project management.

The study adopts a grounded theory approach and delves into a qualitative dataset sourced from 34 interviews with subject matter experts actively engaged in scaling agile initiatives within large organizations spanning various industries. Additionally, the data have been enriched through a comprehensive literature review of the existing body of knowledge on scaling agile.

As a result of our investigation, we propose a framework of managerial tensions in scaling agile in large corporate settings and a series of research propositions and questions that may contribute significantly to the body of knowledge surrounding the phenomenon of “deprojectification” and propose agenda for the future studies in the field of project management.

The study also carries significant managerial implications. Firstly, based on the insights from the practice of scaling agile in large corporate setting, management can build awareness of the challenges inherent of transitioning to agile practices. This may help to anticipate the possible problems and proactively develop strategies how to address them. Secondly, management can be instructed about contingencies inherent in scaling agile, along with the potential disfunctions and side effects (unintended outcomes) that may emerge during the transition process. Thirdly, project management practitioners can gain insights on how scaling agile may cause shifts in the approach to managing projects, project team management and competencies that need to be developed to cope with environments where various approaches to managing projects coexist.

These insights can aid in the agile transition process, beginning with directing managerial attention toward contextual factors and progressing through potential challenges at the organizational, top management, middle management and team levels. Furthermore, the study highlights possible dysfunctionalities and side effects of scaling agile, shedding light on the “dark side” of agile.

The study contributes to the expansion of the empirical database on the implementation of agile practices in large organizational settings. It plays a role in defining and delineating the phenomenon of scaling agile within the context of project management and outlines a research agenda for future project management studies. Additionally, our study adds to the ongoing discourse surrounding the “deprojectification” effect that can occur during the scaling of agile. Lastly, it establishes connections between project management and software development literature regarding the implementation of agile at scale.

The factors for higher education institutions’ (HEIs) project management failure have been studied for several years. One of the issues is a lack of tools to combine their knowledge infrastructure capabilities (KIC) with project management (PM) to examine these infrastructures and monitor maturity. There are several project management maturity (PMM) models available. However, there are just a few empirical studies that support the three knowledge infrastructure capabilities and PMM integrations. As a result, the current research aims to suggest a new conceptual model, KIC-knowledge management (KM), and assess a research model that includes the three knowledge infrastructure capabilities as a prerequisite to elevate the PMM.

Partial least squares structural equation modeling (PLS-SEM) is used to evaluate the proposed research model. The study’s hypotheses were also examined using a sample of 352 respondents from PM departments at ten Yemeni public universities.

The study found that if the three key knowledge infrastructure capabilities integrate into the PMs, then it will help HEIs to perform project tasks more effectively and efficiently. Also, it will improve the PM maturity level if all the three capabilities positively effect PMM.

The study findings cannot be generalized to other industries because the collected date were with the Yemeni public universities’ context. Also, the new proposed model can be assessed in various sectors to increase the validity of the model. One more thing, future academics can conduct qualitative research study to validate again the proposed model.

Project managers can develop and improve their organization’s effectiveness and performance by focusing on these findings and using the developed model. Also, the findings of this study can be used as a benchmark for evaluating initiatives and knowledge-based governmental entities.

It is an opportunity for knowledge-based governmental entities particularly and other organizations to elevate most of projects to achieve a supreme level of maturity. Also, this study will assist employees to understand the relationship between KICs and projects within HEIs in Yemen.

This paper is among the first to empirically study the impact of the three knowledge infrastructure capabilities toward PMM. It links between two important domains: KM and PM.

Variations of human-versus-structure and within-humans at the organizational and the project level are critical in shaping the internal arrangement for effectiveness of project-based organization’s (PBOs) governance. Recent discourse presents governmentality at the organizational level and leadership at the project level as human agency of governance, whereas governance structures to be their counterpart. However, project-level mechanisms of governmentality that can help to understand possible variations among these governance dimensions remained veiled. This study uses institutional theory to explore these internal arrangements accommodated by variations of PBOs governance dimensions at the project level.

The study followed Eisenhardt protocols of multiple case study design using an abductive research approach. Considering the heterogeneity of governance as a phenomenon in literature, boundary conditions were established before theorizing the model of the study to avoid ambiguities and define the research scope. Five PBOs were chosen using theoretical sampling, yielding 70 interviews. Data were analyzed by constant comparison with theory, using replication logic and cross-case analysis.

Findings revealed that project managers perform a buffer function for governmentality at the project level. Identified mechanisms of governmentality at the project level included two downward mechanisms, i.e. communication and informal interactions of governors, and two upward mechanisms of adaptation and reciprocity by project managers and project team members. Cross-analysis for variations among PBOs’ governance at the project level revealed seven arrangements showcasing synergies or contrasts.

The study adds to organizational project management literature by advancing the significance of congruence between humans and structures in project governance. Furthermore, the synchronization of the project manager’s leadership style with the governmentality approach and governance structure of PBOs is of crucial importance at the project level. Findings suggest the same by showcasing synergetic versus contrasting internal arrangements accommodated in varying PBOs governance dimensions. Implications highlight that synergies among PBOs governance dimensions and project manager’s styles can minimize conflicts and inconsistencies in governance implementation, whereas contrasts might trigger them.

This research fills a gap in digitalization project studies by exploring them through the lens of organizational learning. It investigates the impact of uncertainty on digitalization project success and the role of absorptive capacity.

A mixed-methods approach is adopted, incorporating qualitative and quantitative analyses. The qualitative part assesses how uncertainty affects digitalization project success, while the quantitative side explores absorptive capacity as a mediating factor between adaptability to uncertainty and project success.

The qualitative results uncover challenges facing digitalization projects under uncertainty and suggests coping strategies at individual, project, and organizational levels. Quantitative results show that both potential and realized absorptive capacities significantly mediate the link between adaptability to uncertainty in the environment and project success.

This research offers new insights into digitalization project studies, merging organizational learning theory with a mixed-methods approach. It highlights how uncertainty and absorptive capacity influence digitalization project success.