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This paper examines how expert practitioners define project governance and develop a project governance system that enables strategy implementation through projects.

Semi-structured interviews were conducted with project governance experts and analyzed the data using thematic analysis. Subsequently, based on the stratified ontology of critical realism, retroductive theoretical triangulation was employed to explain the themes identified using five emergent theoretical perspectives.

By integrating the themes extracted from the data with the emergent theoretical perspectives, a framework was developed outlining the general process through which practitioners make sense of the concept of project governance, formulate an appropriate project governance system for their respective organizations and manage its evolution over time. Furthermore, a holistic approach to project governance was proposed that spans the entire investment life cycle of projects and enables the implementation of strategy through projects.

This study attempts to make sense of the diverse interpretations of the concept of project governance adopted by practitioners. It further summarizes valuable insights from expert practitioners for formulating and enacting effective project governance systems.

This study contributes to the governance-as-practice perspective and the growing stream of literature that views projects as investments. The project governance system is positioned as the steward of an organization's investments in projects.

Inter-organizational collaboration is the organizational guarantee and key link to achieve the goals of megaproject management. Project governance has always played an important role in the construction of megaprojects, but the relationship between project governance and organizational collaboration is unclear. The purpose of this study is to explore the role paths of different project governance mechanisms in influencing the collaborative behaviors of stakeholders and collaborative performance and to elucidate the mechanism of project governance on inter-organizational collaboration.

A conceptual framework was developed based on a comprehensive literature review, termed the structural equation model (SEM). The hypotheses of the model were tested based on data obtained from a questionnaire survey of 235 experts with experience in megaprojects within the construction industry in China.

The results show that project governance positively contributes to the collaborative behavior of megaproject stakeholders and the collaborative performance of the project team. Collaborative behavior acts as a partial mediator between project governance and the collaborative performance of the megaproject inter-organization alliance. The complexity of the project modulates the relationship between the governance mechanism of the project and the collaborative behavior of the stakeholders, which affects the collaborative performance of the megaproject inter-organization alliance.

The findings provide theoretical and practical implications for promoting positive collaborative behavior among stakeholders in megaproject selection and improving the collaborative performance of megaproject inter-organization alliances.

This study aims to further the understanding of multi-level analysis in inter-organisational relationships by investigating the interplay of governance, cooperation and coordination in inter-organisational projects (IOPs) on sub-system and project levels.

The authors use the Viable Systems Model as a framework to analyse inter-organisational project governance, cooperation and coordination by adopting a multiple-case study.

The findings illustrate how governance and coordination mechanisms exhibit a filter-down effect on lower sub-systems while cooperation influence is confined within each sub-system. While remarking the importance of specific sub-systems on the overall project performance, the interplay of governance, cooperation and coordination across sub-systems appears to be complex, with governance influencing cooperation and coordination, whereas cooperation and coordination influence each other with an incremental effect.

This study defines two propositions that explain how multiple levels of analysis (project and sub-systems) can support the governance of large inter-organisational projects. The authors elaborate theory on the interplay of inter-organisational project governance, cooperation and coordination.

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).

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.

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.

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.

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.

There is growing recognition that effective project control systems (PCS) are critical to the success of projects. The relationship between the individual elements of PCS and successfully achieving project objectives has yet to be explored. This research investigates the enablers and barriers that influence the elements of PCS success and drive project objectives.

This study adopts a mixed approach of descriptive analysis and regression models to explore the impact of six PCS elements on project outcomes. Petroleum and chemical projects in Saudi Arabia were selected as a case study to validate the research model.

Data from a survey of 400 project managers in Saudi’s petroleum and chemical industry reveal that successful PCS are the key to achieving all project outcomes, but they are particularly critical for meeting project cost objectives. Project Governance was identified as the most important of the six PCS elements for meeting project objectives. A lack of standard processes emerged as the most significant barrier to achieving effective project governance, while having skilled and experienced project team members was the most significant enabler for implementing earned value.

The study offers a direction for implementing and developing PCS as a strategic tool and focuses on the PCS elements that can improve project outcomes.

This research contributes to project management knowledge and differs from previous attempts in two ways. Firstly, it investigates the elements of PCS that are critical to achieving project scope, schedule and cost objectives; secondly, enablers and barriers of PCS success are examined to see how they influence each element independently.

The study aims to explore the role of procurement of good governance (PGG) on value for money (VfM) achievement in public construction projects. By investigating various dimensions of PGG, including transparency, accountability, competition and integrity, this study provides insights into how these factors contribute to the successful achievement of VfM outcomes in public construction projects.

The data were sourced from 203 construction project practitioners from 24 selected procuring entities in Tanzania using a census approach and a cross-sectional questionnaire survey. Confirmatory factor analysis (CFA) and structural equation modelling (SEM) were used for data analysis.

The findings of the study revealed a positive and significant impact of various dimensions of PGG on VfM. Specifically, transparency, accountability, competition and integrity were positively and significantly related to VfM, with p-values <0.001. Based on the study findings, we conclude that PGG is an important predictor of VfM achievement in public construction projects.

The study offers policy implications for streamlined PGG and VfM achievement in public construction projects. It is suggested that procuring entities can enhance VfM by enforcing compliance with the principles of PGG throughout the entirety of construction projects. In this case, streamlined legislative frameworks and control mechanisms are crucial components that could enhance PGG and the achievement of VfM.

This study contributes to the academic literature on the strategic role of PGG in enhancing VfM achievement. This is one of the research domains, which has not been adequately researched, particularly in Tanzania’s context. In addition, the study provides valuable insights to policymakers, practitioners and stakeholders involved in public construction projects to improve project outcomes and resource allocation.

Building on new trends in tourism and smart city governance, this study aims to examine the degree of interrelation between stakeholder networks involved in tourism governance and smart city development. A model describing the transition towards smart tourism city governance is proposed.

The proposed model is tested through a multiple case study of seven European cities. This choice of sample makes the study highly representative. Data collection is based on an exhaustive search and analysis of available data on smart city initiatives, destination management organisations and tourism plans. Social network analysis using Gephi software is used to build stakeholder networks.

Analysis of the stakeholder networks that shape tourism governance and smart initiatives in several cities reveals a disconnection between the two types of networks. The results show limited progress towards the expected synergies of true smart tourism city governance.

Theoretically, the study contributes to the debate on new forms of governance for the complex evolution of urban tourism. In practice, the relationship between tourism governance and smart city initiatives needs to be redefined to achieve synergies that increase the inclusiveness and efficiency of urban tourism policies.

This study examines the under-researched topic of the interrelation between tourism governance and smart city initiatives. By comparing the networks of actors resulting from these two processes, it assesses the extent to which this interrelation helps the emergence of new governance models (smart tourism city governance).

The primary purpose of this study is to explore the relationship between the unsolicited proposal (USP) and the performance of private participation infrastructure (PPI) projects in developing countries.

The main data set for this study was collected from the World Bank database consisting of 8,951 PPI projects that occurred in developing countries from 1996 to 2020. Hierarchical logistic regression was applied for investigating the effects of USPs on project success. Three moderators, namely, control of corruption, presence of local sponsor and project size were also included in the model to test the impact of their interactions with the USP on the performance of PPI projects. Further, to assess the impact of the effect of USPs, the average marginal effect was calculated. The framework used in this study consists of 18 control variables, three moderators and one noncontrolled independent variable (the USP).

The results of hierarchical logistic regression indicate that USPs have a significant and negative effect on the success of PPI projects occurring in developing countries. The negative effect of a USP weakens with the presence of local sponsors and stronger control of corruption in the host country. However, contrary to the authors’ expectations, the results show that project size does not significantly affect the association between USPs and the success of PPI projects. Moreover, the results of average marginal effects show that the negative impact of USP on the success of PPI projects ranges between 2.4% and 3.8%.

This study quantifies the negative impact of USP on the success of PPI projects in developing countries, which will be helpful for the practitioners to understand the associated risk with USP projects. Furthermore, it also identifies the moderating roles of control of corruption and the presence of local sponsors on the relationship between USP and the success of PPI projects.

The study sets out to demonstrate how a lifecycle perspective on complex, public-sector procurement projects can be used for making qualitative assessments of procurement policy and practice and reveal those procurement capabilities that are most impactful for operating effectively.

Agency theory, institutional theory and the lifecycle analysis technique are combined to abductively develop a framework to identify, analyse and compare complex procurement policies and practices in public sector organisations. Defence is the focal case and is compared with cases in the Nuclear, Local Government and Health sectors.

The study provides a framework for undertaking a lifecycle analysis to understand the challenges and capabilities of complex, public-sector buyers. Eighteen hierarchically-arranged themes are identified and used in conjunction with agency theory and institutional theory to explain complex procurement policy and practice variation in some of the UK’s highest-profile public buyers. The study findings provide a classification of complex buyers and offer valuable guidance for practitioners and researchers navigating complex procurement contexts.

The lifecycle approach proposed is a new research tool providing a bespoke application of theory by considering each lifecycle phase as an individual but related element that is governed by unique institutional pressures and principal-agent relationships.