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Article
Publication date: 27 October 2020

Per Svejvig and Bjarne Rerup Schlichter

This paper reports on an action research study based optimization project related to healthcare IT implemented on the Faroe Islands. The aims were to study what constitutes value…

Abstract

Purpose

This paper reports on an action research study based optimization project related to healthcare IT implemented on the Faroe Islands. The aims were to study what constitutes value in the public healthcare setting by applying and activating existing resources in the organization, hence answering the overall research question: How can a resource-based view (RBV) improve benefits management (BM) practices?

Design/methodology/approach

By applying a RBV to findings from an action research study of an optimization project of an integrated health information system (HIS), a framework of capabilities needed in a public HIS setting to create value was developed.

Findings

The theoretical contribution is a framework explaining how BM practices and, hence, value can be interrelated in a public healthcare IT system.

Research limitations/implications

The study shows the need for academic IT professionals to structure and facilitate value generation, especially in the form of creating an innovative and learning environment in the form of an action research based project.

Practical implications

This study suggests which actors should be motivated and developed in order to ensure value in healthcare IT projects. Having value creation in mind, the model could have potentially broad applicability in a variety of healthcare IT settings.

Social implications

The findings leads to better usage of public healthcare resources.

Originality/value

The present research studies real problems in a real setting, thus providing distinct ideas on how to improve public value creation by direct engagement of researchers.

Details

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

Keywords

Article
Publication date: 5 September 2016

Per Svejvig and Sara Grex

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…

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Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

International Journal of Managing Projects in Business, vol. 9 no. 4
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 28 May 2024

Anna Le Gerstrøm Rode, Anne Jensby and Per Svejvig

Project management as a field of practice and research is characterized by impressive amounts of normative literature and extensive collections of best practices promising to…

Abstract

Purpose

Project management as a field of practice and research is characterized by impressive amounts of normative literature and extensive collections of best practices promising to improve project performance. On the other hand, research proving the effectiveness and efficiency of the proposed tools is limited. Project management methodology (PMM) evaluation is important but complicated and scarce. This paper evaluates a specific PMM designed to improve project performance.

Design/methodology/approach

Based on a multiple, embedded and comparative case study the paper evaluates 71 projects within and across 17 organizations.

Findings

The paper identifies conflicting indicators of PMM failure and success in terms of project speed and impact, and the results indicate the complexity, contextuality and challenge inherent in PMM evaluation.

Originality/value

Contributions include empirical evidence and contextual knowledge on the effectiveness and efficiency of a specific PMM, as well as a new conceptual model and a novel methodological design for PMM evaluation.

Details

International Journal of Managing Projects in Business, vol. 17 no. 3
Type: Research Article
ISSN: 1753-8378

Keywords

Abstract

Details

International Journal of Managing Projects in Business, vol. 16 no. 1
Type: Research Article
ISSN: 1753-8378

Content available
Article
Publication date: 21 January 2021

Per Svejvig, Shankar Sankaran and Erik Lindhult

652

Abstract

Details

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

Content available
Article
Publication date: 5 September 2016

Derek Walker

675

Abstract

Details

International Journal of Managing Projects in Business, vol. 9 no. 4
Type: Research Article
ISSN: 1753-8378

Article
Publication date: 12 November 2020

Shankar Sankaran, Ralf Müller and Nathalie Drouin

The purpose of this article is to investigate collaboration in project management research. Although the literature shows an increase in collaboration between scientists and…

Abstract

Purpose

The purpose of this article is to investigate collaboration in project management research. Although the literature shows an increase in collaboration between scientists and social scientists for various reasons, it is unclear how and why such collaboration takes place in project management research. The literature does show that co-authorship of articles published in project management journals is on the rise due to increased collaboration between researchers in developed countries and emerging economies as well as developing countries. However, no detailed study has been conducted to investigate how such collaboration occurs in practice in project management research. This article addresses this gap.

Design/methodology/approach

We use a multi-method approach (action research as a meta-methodology and surveys) using qualitative data to reflect on a successful collaborative externally funded research project. At the end of the study, a survey was used to investigate how collaboration occurred among the 26 researchers involved, who were spread over nine countries to collect data on a sponsored research project led by the authors who were the principal investigators. We also compare our findings from the original project with findings from a second survey of a purposeful sample of ten project management researchers who have conducted or are conducting collaborative research in order to validate our findings.

Findings

Through this study, we were able to compare the reasons for increased collaboration in scientific research reported in the literature with what we learnt from our own experience in collaborating on a large-scale project across geographical boundaries and cultures around the world. We were also able to get some insights on enablers and barriers to collaboration from peers who have collaborated on project management research from the second survey. We found that, although some of the reasons explained in the literature were confirmed in our study (e.g. the reputation of lead researchers), some other reasons (e.g. the prestige of institutions) were not that important. The conclusions section of this article provides a more detailed comparison. We also found that using a project management approach would deliver better outcomes. The literature on scientific collaboration was divided on the value of a project management approach and preferred a combination of firmness and flexibility. We found that using action research as a meta-methodology to reflect on our research gave us further insights into why we did what we did at certain critical points in our research that moved us forward.

Research limitations/implications

Our study used two surveys with a limited number of researchers to compare what was found in the literature on reasons for collaboration in scientific research and how research outcomes were measured using citation rates. Conducting interviews or focused groups could have provided more nuanced findings. However, our findings did show that collaboration is beneficial to both experienced and early career researchers and helps them to publish in higher-ranked journals resulting in better visibility for the research. This is an interesting observation and merits further investigation. Theoretical implications: Findings from this research contribute to the broad literature on collaborative research in science and social science with a focus on practice-based fields such as project management where collaboration between academics and practitioners is becoming important.

Practical implications

The study provides some insights into the reasons for processes used and benefits from collaboration in project management research. Our findings have also been validated with our peers. Thus, this study will be useful for setting up and managing collaborative research in project management.

Social implications

Effective collaboration in research can provide social value through mentoring of early career researchers.

Originality/value

This is the first detailed study of collaborative research in project management. It also proposes an action research model that can be used to retrospectively analyse long-term research projects to reflect upon and improve.

Details

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

Keywords

Article
Publication date: 5 September 2016

Derek Walker and Beverley Lloyd-Walker

The purpose of this paper is to explore the extent of the continuing influence on project management (PM) research directions of rethinking project management over the last ten…

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Abstract

Purpose

The purpose of this paper is to explore the extent of the continuing influence on project management (PM) research directions of rethinking project management over the last ten years.

Design/methodology/approach

The authors chose a qualitative research approach that involved reading all papers published in the International Journal of Managing Project in Business since its commencement in 2008. Content analysis was performed on these papers to allow axial coding of key article content influence themes.

Findings

The research identified the strength, over time, of the three research interest clusters on the PM research agenda and resultant changes in the PM paradigm. The five directions put forward by the rethinking PM agenda and other researchers ten years ago have continued to influence the PM research agenda.

Originality/value

Findings provide a better understanding the changes in PM research directions since rethinking PM, the increased breadth and sophistication of PM research in general, and future research directions.

Details

International Journal of Managing Projects in Business, vol. 9 no. 4
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 29 July 2024

Miao Yu, Xinnan Wang, Xiaotian Yang and Lu Sun

Value creation in engineering projects has received considerable research attention. However, buyers’ expectations regarding project value do not always translate into the actions…

Abstract

Purpose

Value creation in engineering projects has received considerable research attention. However, buyers’ expectations regarding project value do not always translate into the actions of project team members (actors). Drawing upon resource orchestration theory to explore the micro-foundations of project value creation (PVC), we investigate how suppliers organize project team members to create project value that meets buyers’ expectations.

Design/methodology/approach

We adopted two instructive engineering projects as comparative cases to analyze patterns in actor interactions in PVC.

Findings

The results reveal “social interaction-based value creation” and “structural interaction-based value creation,” which explain the PVC process from the collective-level buyer’s expectations and supplier’s value orientation, to individual-level actor interactions (mobilizing, connecting, and networking), knowledge orchestration activities (structuring, bundling, and leveraging), and finally the value creation process (identifying, configuring, and generating) in project teams to generate collective-level project benefits and values.

Originality/value

We propose a macro-approach to micro-foundations, with a focus on the buyer-expected PVC process on the supplier side. Furthermore, we explain how suppliers organize individual actions and orchestrate the individual knowledge through two patterns of individual-level actor interactions for collective-level PVC.

Details

International Journal of Operations & Production Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 19 December 2019

Keshav Kumar Sharma, D. Israel and Bhavna Bhalla

In view of the substantial gaps between desirable and actual competencies of project practitioners, there is a genuine and continual need to improve approaches towards project…

Abstract

Purpose

In view of the substantial gaps between desirable and actual competencies of project practitioners, there is a genuine and continual need to improve approaches towards project management education. The purpose of this paper is to empirically examine whether previous work experience of students pursuing a master’s programme in project management plays a role in their understanding and learning from the programme.

Design/methodology/approach

Survey data were collected from 282 respondents, who included working project professionals along with first-year (junior) and second-year (senior) students of a two-year postgraduate programme in project management. Considering the responses of working project professionals as the benchmark, the paper employs exploratory factor analysis and multiple comparisons to examine differences in the perceived importance given to factor groupings of critical success factors (CSFs) of construction projects by different respondent groups.

Findings

Results of the study suggest that irrespective of students’ seniority in the postgraduate programme, responses of students with previous project work experience more closely match the responses of project professionals, in contrast to students without such experience. The results indicate that students’ previous project work experience does play a role in their understanding and learning. In addition, the paper also identifies four factor groupings of CSFs and, diverging from past studies, conceptualises “alignment” as a new factor grouping.

Practical implications

Findings support the view that adequate previous work experience may be included as an essential qualifying requirement for pursuing higher education in project management.

Originality/value

To the best of the authors’ knowledge, this is one of the first empirical studies that investigate the requirement of students’ previous work experience and reveals its significance in higher project management education.

Details

Engineering, Construction and Architectural Management, vol. 28 no. 1
Type: Research Article
ISSN: 0969-9988

Keywords

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