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Article
Publication date: 1 November 2006

Lenny H. Pattikawa, Ernst Verwaal and Harry R. Commandeur

The purpose of this paper is to summarize the accumulated body of knowledge on the performance of new product projects and provide directions for further research.

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Abstract

Purpose

The purpose of this paper is to summarize the accumulated body of knowledge on the performance of new product projects and provide directions for further research.

Design/methodology/approach

Using a refined classification of antecedents of new product project performance the research results are meta‐analyzed in the literature in order to identify the strength and stability of predictor‐performance relationships.

Findings

The results reveal that 22 variables have a significant relationship with new product project performance, of which only 12 variables have a sizable relationship. In order of importance these factors are the degree of organizational interaction, R&D and marketing interface, general product development proficiency, product advantage, financial/business analysis, technical proficiency, management skill, marketing proficiency, market orientation, technology synergy, project manager competency and launch activities. Of the 34 variables 16 predictors show potential for moderator effects.

Research limitations/implications

The validity of the results is constrained by publication bias and heterogeneity of performance measures, and directions for the presentation of data in future empirical publications are provided.

Practical implications

This study helps new product project managers in understanding and managing the performance of new product development projects.

Originality/value

This paper provides unique insights into the importance of predictors of new product performance at the project level. Furthermore, it identifies which predictor‐performance relations are contingent on other factors.

Details

European Journal of Marketing, vol. 40 no. 11/12
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 8 November 2022

Ahmad Shah Kakar, Abid Hasan, Kumar Neeraj Jha and Amarjit Singh

The Afghan construction industry faces resource shortages and heavily relies on foreign aid to fund public projects on the path to recovery and reconstruction. While the…

Abstract

Purpose

The Afghan construction industry faces resource shortages and heavily relies on foreign aid to fund public projects on the path to recovery and reconstruction. While the resource constraints demand cost-efficient delivery of construction projects, many Afghan public projects experience delays and cost overruns. This study aims to evaluate various attributes and factors influencing cost performance in public construction projects in Afghanistan.

Design/methodology/approach

The literature review and Delphi method identified 30 cost performance attributes relevant to the context of Afghanistan. Next, a questionnaire survey was conducted with construction management professionals working in the public sector in the Afghan construction industry to evaluate these attributes.

Findings

This study found that the lack of resources, poor project management skills and corruption in procurement are the leading causes behind cost overruns in Afghan public projects. This study also identified five latent factors influencing cost performance in public projects in Afghanistan: competency of the project team, socioeconomic and political support, governance and public procurement, planning and risk management and project characteristics.

Research limitations/implications

The exploratory factor analysis did not reveal the relative significance of different cost performance success factors. Moreover, the ranking of cost performance attributes is based on the responses from the public sector construction professionals only.

Practical implications

The construction industry in Afghanistan significantly contributes to the country’s social and economic growth and employment. This study’s findings will help researchers, project sponsors, government departments and industry practitioners interested in improving the cost performance in Afghan public projects.

Originality/value

Given the scarcity of research in war-affected and conflict-sensitive regions, this study fills a research gap on project cost performance by providing insights into the cost performance success factors in public projects in Afghanistan.

Details

Journal of Engineering, Design and Technology , vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1726-0531

Keywords

Article
Publication date: 29 November 2022

Ronaldo Gomes Dultra-de-Lima and Luiz Artur Ledur Brito

The absorptive capacity (AC) leads to firm performance and influences the development and evolution of capabilities and routines, but the influence of AC in projects

Abstract

Purpose

The absorptive capacity (AC) leads to firm performance and influences the development and evolution of capabilities and routines, but the influence of AC in projects remains unclear. Therefore, this study aims to investigate the effect of AC on project performance (PP) in the construction industry of Sao Paulo State, Brazil.

Design/methodology/approach

The authors conducted a survey questionnaire with project managers and collected 157 responses in the construction sector. They also used confirmatory factor analysis (CFA) and multiple linear regression techniques to assess the data.

Findings

The study provides empirical evidence that realized absorptive capacity (RAC) has a direct and indirect positive effect on PP. Conversely, the potential absorptive capacity (PAC) only indirectly impacts PP through project management practices (PMPs). PAC and RAC positively influence PMPs that in turn positively influence PP. The findings reinforce the relevance of AC to the development of internal knowledge for processes and routines, thereby enhancing PP.

Practical implications

The findings provide practical implications: the AC influences PP by refining and adapting routines. Moreover, the consistent application of accepted practices is not enough for PP, but the ability to adapt, adjust and transform the relevant knowledge into routines.

Originality/value

This paper provides empirical evidence that the knowledge application of PMPs improves organizational performance through PP. However, despite what the literature has discussed, this paper proved that AC has no effect as a moderating factor between PMPs and performance; however, AC's role significantly impacts PP through PMPs.

Details

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

Keywords

Book part
Publication date: 10 December 2018

Thomas Keil, Pasi Kuusela and Nils Stieglitz

How do organizations respond to negative feedback regarding their innovation activities? In this chapter, the authors reconcile contradictory predictions stemming from…

Abstract

How do organizations respond to negative feedback regarding their innovation activities? In this chapter, the authors reconcile contradictory predictions stemming from behavioral learning and from the escalation of commitment (EoC) perspectives regarding persistence under negative performance feedback. The authors core argument suggests that the seemingly contradictory psychological processes indicated by these two perspectives occur simultaneously in decision makers but that the design of organizational roles and reward systems affects their prevalence in decision-making tasks. Specifically, the authors argue that for decision makers responsible for an individual project, responses given to negative performance feedback regarding a project are dominated by self-justification and loss-avoidance mechanisms predicted by the EoC literature, while for decision makers responsible for a portfolio of projects, responses to negative performance regarding a project are dominated by an under-sampling of poorly performing alternatives that behavioral learning theory predicts. In addition to assigning decision-making authority to different organizational roles, organizational designers shape the strength of these mechanisms through the design of reward systems and specifically by setting more or less ambiguous goals, aspiration levels, time horizons of incentives provided, and levels of failure tolerance.

Article
Publication date: 11 October 2022

Ana Azevedo, Kam Jugdev and Gita Mathur

This research draws on the resource-based view of the firm from strategic management and applies it to a study of competitive advantage in the project management context…

Abstract

Purpose

This research draws on the resource-based view of the firm from strategic management and applies it to a study of competitive advantage in the project management context. The relationship between the characteristics of project management resources, focusing on organizational support for the project management process, and outcomes of the project management process are examined.

Design/methodology/approach

This study uses data gathered from 437 North American project management professionals with an existing survey tool that was used in a prior smaller sample study. The study uses Barney’s VRIO framework that assesses resources as valuable (V), rare (R), inimitable (I) and organizationally supported to leverage their value (O). The conceptual model hypothesizes relationships between the project management asset characteristics (valuable, rare, and inimitable), organizational support for the project management process, and project management performance outcomes (both project and firm level). Hypotheses are tested using factors extracted from a confirmatory factor analysis (CFA). The factors extracted include two factors representing valuable project management asset characteristics, one factor representing rare project management asset characteristics, one factor representing inimitable project management asset characteristics, two factors representing organizational support for the project management process, one factor representing project-level performance and one factor representing firm-level performance.

Findings

Project management assets that are considered valuable and organizational support for the project management process are found to contribute positively to project management process outcomes. No advantage was perceived from rare and inimitable project management assets. Project-level performance was found to significantly mediate the relationship between organizational support and firm-level performance.

Practical implications

This study draws managerial attention to organizational support for the project management process as a source of competitive advantage through its positive affect on both project-as well as firm-level performance.

Originality/value

The study uses a survey tool from previous research with a new, larger dataset to contribute to the understanding of the importance of organizational support for the project management process in a quest for both project success as well as a firm's competitive advantage.

Details

International Journal of Managing Projects in Business, vol. 15 no. 7
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 3 October 2022

Chunhao Li, Yuping Zhao and Wei Feng Chen

This study aims to investigate the dual effects of commitment-based governance on the relationship between formal control and public–private partnership (PPP) project

Abstract

Purpose

This study aims to investigate the dual effects of commitment-based governance on the relationship between formal control and public–private partnership (PPP) project performance. Formal control and relationship governance are two primary forms of inter-organizational governance that affect project performance. However, little is known about the interplay between formal control and commitment and its effect on PPP projects. More specifically, previous studies have failed to distinguish the function routes of relationship governance resulting from different types of formal control (process and outcome control).

Design/methodology/approach

This study adopts a questionnaire survey to empirically investigate the mechanism that commitment-based governance influences the relationship between formal control and PPP performance. After collecting data from public and private sector professionals involved in 101 Chinese PPP projects, the theoretical framework proposed in this paper is verified by the empirical results of the hierarchical multiple regression analysis.

Findings

The results show that process control has an inverted U-shaped effect and outcome control has a significant positive influence on PPP project performance. Furthermore, commitment moderates the effect of formal control on PPP project performance by increasing the relevance of outcome control and mediates the inverted U-shaped relationship between process control and PPP project performance.

Practical implications

Managers should recognize that process control is a double-edged sword and prevent the overuse of process control. Managers should direct their attention toward efforts to improve the commitment, which allows for the effectiveness of outcome control strategies. Additionally, this study new measurement method for relationship governance suggests that managers should be aware of the difference in parties' perceptions of the relationship.

Originality/value

This study allows for a comprehensive understanding of the relationship governance-control nexus from a commitment perspective. The authors bring into light the dual role of commitment-based governance in the relationship between the two types of formal control and PPP project performance. Moreover, the new approach to measure relationship governance offers valuable insight into the measurement of variables about individual's perception.

Details

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

Keywords

Article
Publication date: 19 October 2022

Prachi Vinod Ingle and Gangadhar Mahesh

The success of construction projects can be indicated by measuring their performance. For effective project performance (PP), the successful execution of a construction…

Abstract

Purpose

The success of construction projects can be indicated by measuring their performance. For effective project performance (PP), the successful execution of a construction projects is very important. A systematic review of the literature on performance areas and performance assessment models was undertaken. The purpose of this paper is to develop a mathematical formulation for construction PP areas to suit the Indian context by modifying the current project quarterback rating (PQR) model.

Design/methodology/approach

Based on the literature, the PQR model has not been validated for suitability in the Indian context. To validate the PQR model and modify the same for the Indian context, a survey instrument was used to collect data on performance areas and a multivariate data analysis technique was carried out to develop a modified model. Delphi technique was used to assign the weights for each performance metric in performance areas.

Findings

This study concluded the importance of three additional performance areas, namely, productivity, stakeholder satisfaction and environment for assessing PP for Indian construction projects. It also identified the interrelationship between the performance areas and the PP.

Practical implications

The developed modified PQR model (MPQR) will guide the concerned stakeholders to take corrective actions for improving the performance of construction projects.

Originality/value

The MPQR proposed in this paper covers ten areas and is a comprehensive single score that can be used to benchmark and compare performance over different projects to achieve continuous improvement.

Details

Journal of Facilities Management , vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1472-5967

Keywords

Open Access
Article
Publication date: 8 July 2022

Choiwai Maggie Chak, Lara Carminati and Celeste P.M. Wilderom

Combining the goal-setting and job demands-resources (JD-R) theories, we examine how two project resources, collaborative project leadership and financial project

Abstract

Purpose

Combining the goal-setting and job demands-resources (JD-R) theories, we examine how two project resources, collaborative project leadership and financial project resources, enhance high project performance in community-academic health partnerships.

Design/methodology/approach

With a sequential explanatory mixed-method research design, data were collected through a survey (N = 318) and semi-structured interviews (N = 21). A hypothesised three-path mediation model was tested using structural equation modelling with bootstrapping. Qualitative data were examined using thematic analysis.

Findings

Project workers’ hope, goal-commitment and -stress: (1) fully mediate the hypothesised relationship between highly collaborative project leadership and high project performance; and (2) partially mediate the relationship between financial project resources and high project performance. The qualitative data corroborate and deepen these findings, revealing the crucial role of hope as a cognitive-motivational facilitator in project workers’ ability to cope with challenges.

Practical implications

Project leaders should promote project workers’ goal commitment, reduce their goal stress and boost project performance by securing financial project resources or reinforcing workers’ hope, e.g. by fostering collaborative project leadership.

Originality/value

The findings contribute to the project management and JD-R literature by considering the joint effects of project workers’ hope and two commonly studied project resources (collaborative project leadership and financial project resources) on high project performance. Moreover, we demonstrate the importance of the goal-setting and JD-R theories for understanding complex health-promotion projects connecting academic to community work.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 27 January 2022

Guus Keusters, Hans Bakker and Erik-Jan Houwing

Civil engineering projects around the world have been underperforming for a long time. While the complexity of these projects will continue to increase, there is an urgent…

Abstract

Purpose

Civil engineering projects around the world have been underperforming for a long time. While the complexity of these projects will continue to increase, there is an urgent need to perform better. Although the integrated design process is critical for project success, the literature lacks studies describing the link to project performance. Therefore, this study aims to investigate the dominant variables that affect the integrated design process and consequently project performance.

Design/methodology/approach

A multiple case study was conducted to determine the dominant variables that affect the integrated design process and project performance. The research included four projects. Semi-structured interviews were the main source of data.

Findings

The cases indicated that the extent to which an integrated approach is achieved in the design process is essential for project performance. This applies to the integration of stakeholders’ interests as well as the integration of disciplines. Above all, it was concluded that the project team participants’ competencies for integration are a dominant factor for project performance, as the integrated design process has changed from a technical challenge to an integrative one.

Originality/value

This study provides insights into the dominant variable of the integrated design process that affects project performance, which is underexposed in the literature. The study results reveal the importance of competencies related to integration and adoption of the design problem context, which are not yet included in civil engineering design methods. In this respect, empathy is introduced as a new and critical competence for the civil engineering industry, which needs further research.

Details

Journal of Engineering, Design and Technology , vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1726-0531

Keywords

Article
Publication date: 5 April 2022

Hong Min Zhang, Heap-Yih Chong, Yu Zeng and Wei Zhang

Building information modeling (BIM) has brought great advantages to project delivery and performance. However, BIM has also increased the complexity of projects. Research…

Abstract

Purpose

Building information modeling (BIM) has brought great advantages to project delivery and performance. However, BIM has also increased the complexity of projects. Research shows that for BIM implementation to have a positive impact in this innovative environment, BIM should be synchronized with stakeholder management. Therefore, this research aims to incorporate the theory of stakeholder management in BIM-enabled projects and determine the theory's intermediary role between BIM implementation and project performance.

Design/methodology/approach

An extensive literature review was conducted and 13 critical success factors (CSFs) for BIM implementation, 29 CSFs for stakeholder management and 6 CSFs for BIM project performance were identified. These measurement items were tested using a questionnaire survey method and analyzed using structural equation modeling. This research was focused on Chinese megaprojects or complex projects that were under a high level of development of BIM, which could reflect the complex stakeholder relationships and BIM implementation for project performance.

Findings

The results indicate that effective use of BIM can directly improve project performance. Further, stakeholder management has an important and positive intermediary role within the path of BIM implementation and project performance, particularly through (1) stakeholder dynamics (SD) and (2) stakeholder engagement or empowerment (SE).

Originality/value

The logical relationship of mutual influence among CSFs has been revealed for BIM-enabled projects. This research contributes to the effective collaboration and practice of BIM in the construction industry.

Details

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

Keywords

1 – 10 of over 138000