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The purpose of this paper is to use survey data to rank the relative importance of perceived factors that inhibit the transfer of knowledge across projects and examine the statistical relationship between various “higher order” dimensions of project management competencies and project efficiency among a sample of project-based firms (PBFs).

The research philosophical approach adopted was post-positivism, a half-way house between positivism and phenomenological approaches. The author used a largely structured survey questionnaire with an inclusion of few open-ended items. The survey data collected were largely based on the “perceptions” of mostly experienced project management practitioners, whose perspectives on project processes and performance are likely to be more dependable. Because of budget limitations, a total of 260 questionnaires were mailed to randomly selected PBFs (with an enclosed self-addressed and stamped return envelope). Of the 260 questionnaires sent to PBFs, 58 questionnaires were returned, representing a return rate of just over 22 percent.

Results indicate that “high time pressures towards the end of the project,” “too much focus on short-term project deliverables,” and “fear of negative sanctions when disclosing project mistakes” were three top-ranked factors that inhibited knowledge transfer across projects. Some “higher order” project management competencies like “dynamic competencies” have relatively a greater impact on predicting project efficiency. Dynamic competencies will only continue to increase in importance as today’s project environments are characterized as continuously evolving, turbulent, and complex and require the need to be effective in dealing with various uncertainties. Once included in the regression equation, the “ownership variable” dominates all other explanatory variables in predicting project efficiency among a sample of PBFs in the United Arab Emirates (UAE), most likely driven by the project management competencies of multinational corporations (MNCs). However, the project efficiency of state-owned PBFs did not differ significantly from that of “international firms that were not MNCs.” Specific conditions may have led to such an outcome. The author shows that enhancing project efficiency requires the reinforcement of multiple but specific factors.

As the study was largely conducted on a limited budget and time frame, the author was not able to employ a multi-method approach. The inclusion of a few case studies would have facilitated triangulation of the current findings. In addition, the study captures “perceptions” and practical experiences of project management practitioners. Future studies could possibly develop what may be seen as “objective” measures of project learning and project management competencies. A larger survey supported by a larger budget would be one option in which some of the findings could be tested across PBFs located in different sectors and countries.

The author argues that the creation of a client-led “no-blame culture” within PBFs can ensure the development of a “safe” environment in which project team members can acknowledge project mistakes without the fear or danger(s) that may come with such admission. This may require changes in project organizational culture that reduces power distance, lowers sensitivity to hierarchal power relations, enhances team building efforts, and fosters a “learning climate” that tolerates “trial and error” experimentation. It may also require strengthening clients’ specific capabilities. Such change may require time and patience but could take advantage of “positive” aspects of participatory practices, personal relationships, and consensus decision-making approach that is prevalent in the UAE culture. One managerial implication points to the need to tailor scarce resources in building up multi-dimensional “higher order” competencies like “dynamic competencies” that have a relatively higher significant impact on enhancing project efficiency. Linking MNCs with local PBFs as collaborative mega project delivery partners may lead to enhancing project management competencies of the latter, conditional on their absorptive capacity.

The contribution of the paper is in providing survey-based empirical evidence that goes beyond case studies to highlight the importance of enhancing “higher order” project management competencies, such as “dynamic competencies,” that have a stronger predictive power of project efficiency in PBFs. The study also ranks the relative importance of various factors that inhibit the transfer of new knowledge across projects. To the author’s knowledge, this is the first study that has demonstrated the statistical relationship between “higher order” project management competencies and project efficiency. Project efficiency is a multi-faceted construct. Its strengthening is determined by a configuration of multiple but specific factors. A more “nuanced” understanding of the relationship between project management competencies and project efficiency in a particular context may be required.

There is a great interest in developing eco-friendly operations as alternative uses of resources in the university campus, making the employment of technologies more sustainable. Practices such as energy management and efficiency initiatives have been encouraged to meet these sustainability goals. The purpose of this paper is to describe and discuss the main features of the GENIIOT project, a system of energy management using Internet of Things applied in a Brazilian university campus to support energy education practices and to promote lasting energy efficiency measures. The focus of the study is directed at the energy consumption of the air-conditioning system, which is responsible for 40% of the total electricity consumption. In addition, this project also scrutinizes processes such as the building occupants’ comfort demands, lighting levels and energy waste control.

A case study at the Unicamp campus was conducted to illustrate the design procedures through qualitative description. This study comprises an overview of the physical plant, hardware and software development, energy data monitoring, management process and energy education.

The GENIIOT project enables energy efficiency actions by concerning the use of air-conditioning equipment based on monitored data, different types of monitored rooms, user’s behaviors and their feedback. This initiative requires the engagement, awareness and actions from users combined with investment in energy efficiency to achieve an efficient use of this type of equipment. The proposed approach can be applied in the future to similar situations, inside the Unicamp campus and at other university campuses. In addition, this project can contribute to building efficiency analysis by using the hardware structure developed to monitor facilities and carry out evaluations, providing valuable information for strategic initiatives in energy efficiency projects and research and development programs based on practical experience and promoting a discussion about sustainability aspects in the context of the university campus for energy efficiency.

The GENIIOT project is aligned with some of the sustainable development goals, among which sustainability and responsible consumption are identified. Considering the sustainability issues, the economic dimension can be evaluated through a cost–benefit analysis of energy efficiency projects with prudent investment, while the social attractiveness of the project is ensured by education and awareness practices for the community that interacts with the system and learns about a more efficient way of using resources in the campus. Furthermore, there is a more conscious use of natural resources by minimizing waste from the use of electricity and reducing carbon dioxide emissions. GENIIOT is part of Sustainable Campus Project, a living laboratory which aims at developing energy-efficiency-related research activities in the university campus to reduce costs in higher and federal institutions of education in Brazil.

This paper studies how the concepts of efficiency, effectiveness and efficacy are used in project management literature. The concepts relate to the degree of success or failure of projects and the degree to which the results are achieved. The purpose of this paper is to review the use of the concepts of efficiency, efficacy and effectiveness in project management literature and among practitioners.

The study is based on an extensive literature review, initially from the International Journal of Managing Projects in Business. The first phase involved searching the words “efficiency”, “effectiveness” and “efficacy” in all articles of the journal, and then quantifying the results. This was followed by a qualitative search of the same articles with the aim of understanding how the terms “project efficiency”, “project efficacy” and “project effectiveness” are used. A further intensive literature review was then conducted in other literatures in the field of project management, including, but not limited to, International Journal of Project Management and Project Management Journal. Finally, the authors complemented the review by including theories from deep searches of Google Scholar and Google Books using the parameters “project efficiency”, “project effectiveness” and “project efficacy” and checked how the three concepts are used in other fields.

This research reveals there is wide diversity in interpretations of the three concepts among research scholars and practitioners, which makes it challenging to apply these three concepts appropriately and clearly. As a consequence, the authors propose a model for describing these concepts.

This research is based on an academic and non-academic literature review. It identifies a number of inconsistencies in existing literature regarding the three concepts.

This review enriches understanding of project management. Clarifying the understanding of project efficiency, project effectiveness and project efficacy will help and support organisational improvement. A clear and aligned view of these concepts can also be a basis for measurements based on possible developed indicators.

This paper highlights the gap in the literature concerning the practical use and interpretation of the concepts “project efficiency”, “project effectiveness” and “project efficacy”.

Based on conservation of resources theory, the present study aims to investigate the negative leadership style (i.e. despotic leadership) and its influence on a key dimension of project success (i.e. project efficiency) directly and indirectly via employees’ job stress. Moreover, this study also aims to investigate the moderating role of resilience on the relationship between despotic leadership and employees’ job stress.

This study used a time-lagged design and collected data via purposive sampling technique from 342 information technology project employees. Data were analyzed using SPSS 25 and AMOS 24.

The findings are in line with the proposed relationship, as despotic leadership negatively influences project efficiency via employees’ job stress and resilience plays a vital role in mitigating the effects of despotic leadership on employees' job stress.

The findings of this study provide direction to information technology firms to develop strategies to decrease employees’ stress and increase project efficiency.

This study extends the literature on leadership and information technology projects by examining how despotic leadership influences project efficiency via employees’ job stress. Negative leadership exists in organizations but has not yet been empirically explored; this study finds that it increases subordinates’ stress level and ultimately influences project efficiency.

Commercialization of research projects at the university, in particular, its efficiency and performance, have attracted little attention in the empirical literature to date. This despite the fact that commercialization of university knowledge is increasingly seen as a third task of universities and understanding of what enhances and what blocks the processes involved, is virtually lacking, particularly on the project level. The purpose of this chapter is therefore to identify factors that influence the performance of university-driven knowledge projects, including efficiency, in the context of commercialization of knowledge at universities. In this context, the study employs Data Envelop Analysis combined with Rough-Set Analysis on a sample of 42 projects in the Netherlands. The major factors influencing overall performance in commercialization turn out to be years of collaboration with large firms and efficiency in use of resources in the projects, but the affinity of the project managers at university with the market also plays a role. The best overall results in commercialization (introduction to market in a relatively short time) are gained with a longer period of collaboration with large firms (5–10 years) and a medium level of efficiency. There are also some contradictory trends. The chapter concludes with implications of the results, as well as some future research paths.

The emphasis on short-term by project-based firms (PBFs) implies the adoption of project efficiency and impact on the team as project success drivers in PBFs context. Good performance by employees, as individuals in a team, can be explained by their behaviors, associated with goal orientation theory. Learning and performance orientations are associated with teams’ effectiveness and overall project performance. The purpose of this paper is to analyze the relationships between the dimensions of goal orientation, especially learning orientation, and project efficiency and impact on the team, in PBFs context.

A quantitative approach was adopted, based on data from a survey of 714 respondents, representing project managers, that turned into a valid sample of 315 composed only by PBFs respondents. The results were analyzed through multiple linear regression and, mainly, mediation analysis methods.

Performance-avoid orientation is a predictor of project efficiency; performance-prove orientation, a predictor of impact on the team. Learning orientation relates positively to both project success criteria. Project managers should balance/induce the proper orientation within the team, favoring learning orientation according to the results, to have short-term project success in PBFs.

There is a direct relationship between learning orientation and project efficiency, but it is fully mediated by impact on the team, which it was not found in previous studies. This study argues that they are not parallel constructs, constituent parts of equal weight in project success, but that impact on the team precedes project efficiency when learning orientation is considered.

The purpose of this paper is to longitudinally assess the technical efficiency and productivity, considering investment projects and technological change, in a second-generation petrochemical company.

The study uses data envelopment analysis (DEA) together with the Malmquist index to measure efficiency during the analysis periods. The working method consists of four main phases, namely development of the conceptual model, construction of the mathematical model, application of model to the case, and analysis of the results. The study utilizes a quantitative approach with descriptive goals seeking to evaluate the impacts of technical changes on the operational efficiency and productivity of the production process.

The use of DEA associated with the Malmquist index proved to be viable for analyzing a single company and identifying efficiency improvements, as well as the impacts of the learning process and the implementation of improvement projects. However, the results of the improvement projects and learning process were not representative and had no statistical significance on the actual change in efficiency of the company during the periods analyzed. For the case in question, the learning process and continuous improvement were not observed during all study periods.

The proposition that the improvement projects and investments implemented increased the efficiency of the company was rejected. Hence, with this work, it was possible to determine that the company unnecessarily invested resources in projects to increase efficiency. Furthermore, the company could have explored more internal resources before making significant investments in increased efficiency.

As for the value of this research in the theoretical and academic scope, this paper advances knowledge on the application of DEA because it proposes to establish an internal reference benchmarking for comparison. The literature contains few studies that analyze organizations using continuous processes, such as petrochemical processes, in longitudinal studies as a function of time, especially with the use of DEA.

Improving energy efficiency is considered one of the most desirable and effective short‐term measures to address the issue of energy security, and also reduce the emission of greenhouse gases. However, lack of access to domestic finance is the major hindrance in achieving the potential in China and India. This paper aims to report the experience of a three‐country United Nations Environment Programme/World Bank Energy Efficiency Project (involving China, India and Brazil) that is set up to address the financial barrier and identifies the lessons that can be learnt from the project.

The paper follows the post‐completion review approach of a project and presents the activities undertaken and results obtained from the project.

The project seeks to remove the financial barrier through the development of a commercial banking window for energy efficiency, energy service company development and support, exploring the need for setting up guarantee facilities and need for facilitating equity financing to the sector. The project succeeds in creating awareness and better understanding among the financial institutions in both India and China on potential of energy efficiency and need to make financing available for this. The banks in India in created specialized schemes for energy efficiency financing, and in China, the project has a positive impact on the new initiatives with the on‐lending facility and the guarantee fund for energy management companies. Experience sharing on these issues through cross‐exchange workshops proves to be very useful. The project successfully creates a platform on which further energy efficiency work can be carried out in the participating countries.

By disseminating the experience of energy efficiency financing in two developing countries, the paper contributes to knowledge that can be helpful in a wider context.

This study aims to explore the effects of expertise diversity on project efficiency and creativity in health-care project teams.

This study analyzes hierarchical linear models using multi-source data from 50 project teams in a large health-care organization in the USA. This data set includes self-reported survey responses from 274 team members and human resource information for all 515 members across the 50 teams. Expertise diversity is operationalized by professional diversity and positional diversity reflecting two dimensions, domain and level, of the concept of expertise.

This study reveals that professional diversity is negatively related to project efficiency and project creativity, whereas positional diversity is positively related to project efficiency.

Successfully managing a project team of experts within a limited time frame is a challenge for organizations. This study advances the understanding of the double-edged sword effect of expertise diversity on project teams, focusing on professional and positional diversity. It provides important insights for human resource development in terms of the composition of project teams regarding members’ expertise.

The use of public-private partnerships (P3s) for infrastructure delivery, particularly for highway projects, has been increasing in the USA. The purpose of this paper is to empirically evaluate the difference of P3s and non-P3 highway projects, in terms of their costs and efficiency.

An empirical model of highway construction costs was estimated using a linear regression model that explicitly accounts for the cost differential between the contracts. The differences between efficiencies was also evaluated through a two-stage analysis, where projects’-specific technical efficiencies were first estimated using stochastic frontier analysis and data envelopment analysis, and then the difference in technical efficiencies between the two groups were evaluated through non-parametric tests of means.

Controlling for various project characteristics, the P3 highway projects in the USA showed higher initial costs than non-P3 projects. However, the efficiency scores showed no significant difference between the two groups. This inconsistency between initial costs and technical efficiency scores suggests the complexity involved in P3 projects, which are not captured in the efficiency analysis.

Limited availability of P3 project data due to their immaturity (in cases of P3 projects that include operation and management) and their complex engineering specifications may have caused biased results. Importantly, the study analyzed project costs as of financial close; post-financial close variations, such as change orders during construction, cost/schedule overruns, and renegotiation of contract terms, are beyond the scope of the analysis in this study.

The present study contributes to the literature as one of the earliest empirical analyses of the performance of highway P3s in the USA. Also, this is one of the first studies to employ frontier analysis methods that focus on the efficiency of highway project delivery.