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The purpose of this paper is to gain a greater understanding of fear-based information withholding in project-manager-to-project-sponsor (PM2PS) communication and to propose future research directions.

The research consisted of a review of the literature related to the withholding of information in subordinate-to-superior communication and in PM2PS communication. Literature from project communication studies and literature from general communication theory was consulted.

Using defensive silence theory as a conceptual framework, five research propositions specific to fear-based information withholding in PM2PS communication are offered.

The study findings are limited to PM2PS communication based upon fear. The study provides a foundation for further research in this area within the conceptual framework of defensive silence theory.

The practical implication of this paper is that certain perceptions and behaviors of a project sponsor can be related to fear-based information withholding in PM2PS communication.

The originality of this paper is that it extends defensive silence theory into the realm of PM2PS communication. The value of this paper is to provide a catalyst for subsequent empirical-based research in order gain greater insight into fear-based information withholding in PM2PS communication.

Executive sponsors play a significant role in the success of megaprojects which, in turn, affect national economies and millions of people. However, the literature on the requisite attributes of project sponsors on megaprojects is still sparse. The purpose of the paper is to provide guidelines to company boards and executives who are tasked to appoint suitable executive sponsors to megaprojects. Thus, the paper contributes to the sparse literature on megaproject sponsors.

A total of 26 senior managers, with experience in megaprojects ranging from 8 to 15 years – and who were involved in 6 recent megaprojects with a combined value of US$13.75bn – were interviewed on the attributes of megaproject sponsors. Transcriptions of semi-structured, open-ended interviews were analysed with computer-assisted qualitative data analysis software (CAQDAS).

The study identified the most essential attribute as appropriate seniority, being empowered and accountable, with appropriate seniority, being empowered and accountable, with apposite credibility and with both personal and positional power. The study also uncovered 13 attributes – all components of “competence” – which have not previously been explicitly identified in literature as elements of sponsor “competence”.

In the current study guidelines are provided for the selection and appointment of appropriate megaproject sponsors.

The purpose of this paper is to identify and validate executive sponsor behaviors necessary for successful project implementation during project planning.

A survey of 145 executives and managers interested in project management was conducted. Data were analyzed using principal components analyses with varimax rotation for both behavioral‐ and outcome‐based items. Relationships between variables were analyzed via path analysis.

In total, five sponsor behavior factors were identified including: ensure planning, clarify outputs, stakeholder relationships, support project, and appoint project manager. Additionally, three outcome factors were found: firm's future, meeting agreements (e.g. budgets, scheduling expectations), and customer success. An estimated path model testing the effects of sponsor behaviors on project outcomes indicated six significant paths.

This paper empirically identifies behaviors sponsors may use during project planning and the impact such behaviors have on project success measures. The exploratory nature of this study suggests further research to confirm findings.

This paper provides executive sponsors with a focus during the planning stage when various stakeholders are determining many project details.

The paper adds to the limited body of research on the role of project sponsors. The investigation indicates that as sponsors spend more time performing the three behaviors of ensuring planning, managing stakeholder relations, and appointing the project manager; project success increases as measured by outcome factors.

The purpose of this paper is to investigate the role of trust management on the fundraising performance in reward-based crowdfunding.

A research model was constructed based on elaboration likelihood model (ELM) and literatures with five hypotheses developed. Data were collected from www.demohour.com - the first and one of the largest reward-based crowdfunding platforms in China. In total, 829 reward-based crowdfunding projects were analyzed to test hypotheses. To test the hypotheses, partial least squares was used to analyze data of entrepreneur/sponsor profiles, entrepreneur/sponsor behaviors, and crowdfunding projects.

Results indicated trust management significantly promoted fundraising performance via central (entrepreneur’s creditworthiness) and peripheral (entrepreneur-sponsor interactions) routes. The peripheral route (entrepreneur-sponsor interaction) showed significantly higher effects than the central route (entrepreneur’s creditworthiness). The finding aligns with authors’ assumptions derived from unique characteristics of reward-based crowdfunding – community and collaboration because personal, dynamic message interactions were more effective than static, historical success records on the trust establishment. In addition to the main effects, the results also showed entrepreneur’s prior success crowdfunding records positively moderated the effect of entrepreneur-sponsor interaction on fundraising performance.

This study is the first paper that reveals the value of trust management in reward-based fundraising, especially the effect of dynamic entrepreneur-sponsor message interactions. Entrepreneur-sponsor interactions not only promoted community benefits in crowdfunding, but also cultivated trust relationships between entrepreneurs and sponsors. Previous studies mainly focussed on the entrepreneur’s popularity level on third-party social media (such as Facebook) toward fundraising performance. This study examines the effect of direct entrepreneur-sponsor interactions on the crowdfunding platform. Additionally, this study found one moderating effect from the central route to the peripheral route. It is a rare case in studies based on ELM. Finally, this study demonstrates how to incorporate a theoretical framework guiding the analysis of structured and unstructured data for in-depth analysis, result interpretation, and corresponding intervention strategy development.

This study aims to determine the optimal value of concession period length in combination with capital structure in build–operate–transfer (BOT) contracts, based on direct negotiation procurement and considering the conflicting financial interests of different parties involved in the project.

The financial model of a BOT project is developed considering all the influencing factors. Then, fuzzy set theory is used to take into account the existing risks and uncertainties. Bilateral bargaining game based on alternating-offers protocol is applied between the government and the sponsor to divide project financial benefit considering the lender’s requirements. Finally, concession period and equity level will be determined simultaneously according to the sponsor’s and government’s share of project financial benefit and the lender’s requirements.

The proposed model is implemented on a real case study, and a fair and efficient agreement on concession period length and capital structure is achieved between the government and the sponsor considering the lender’s requirements. It is revealed that being the first proposer in the bargaining process will affect the concession period length; however, it will not affect the equity level. Moreover, it is shown that considering income tax as a part of government’s financial benefit increases the length of concession period.

The presented model concentrates on direct negotiation procurement in BOT projects where the sponsor and government bargain on dividing financial benefits of project. It is assumed that the product/service price is determined before according to market analysis or users’ affordability. All the revenue of project during concession period is assumed to belong to the sponsor.

The proposed model provides a practical tool to aid BOT participants to reach a fair and efficient agreement on concession period and capital structure. This could prevent failing or prolonging the negotiation and costly renegotiation.

By investigation of previous studies, it is revealed that none of them can determine the optimal value of concession period length and capital structure simultaneously considering the BOT negotiation process and different financial interests of parties involved in the project. The proposed model presents a new approach to determine the financial variables considering the conflicting interests of involved parties. The other novelty aspects of the presented model are as follows: introducing a new approach for calculating the sponsor and the government’s share of project financial benefit that will affect the determination of the concession period length and considering the effect of existing risks and uncertainties on final agreement between the involved parties using fuzzy set theory.

Managing projects is an important part of operations management, but many projects fail. This study focuses on attribution processes of such disruption from the underrepresented perspective of the project manager. The authors consider two types of causes: the more frequently researched environmental uncertainty (i.e. uncontrollable events) and the scarcely researched uncertainty imposed by non-collaborative project sponsors (i.e. other-controllable events).

The authors test conceptual arguments grounded in attribution theory and the notion of psychological contracts in a scenario-based experiment among 325 practicing project managers.

The findings indicate that non-collaborative project sponsors negatively affect project managers' motivation, whereas uncontrollable disruptions leave hope to achieve positive future outcomes. This latter effect is further strengthened when project managers have an internal attribution style. They tend to blame the disruption on themselves and generally feel in control of achieving success even if they are not.

These socio-psychological insights nuance the economic idea that uncertainty reduces motivation per se in the context of project disruption appraisal. The authors contribute to the behavioral project management literature and general attribution theory and help guide the allocation of resources during the recovery of failed projects.

To identify differences in perceptions between executive sponsors (ESs) and project managers (PM) regarding sponsor involvement on projects, for the purposes of contributing to project management practice and encouraging further sponsor‐related research.

A survey of 365 executives and managers interested in project management investigated differences between ESs and PMs in perceived importance on eight dimensions of ES behavior and three dimensions of project success during the initiation stage of a project. This study followed a previous exploratory analysis study that identified sponsor behaviors. Factor analysis and t‐tests were used to develop variables and test for differences, respectively.

Results indicated significant differences between ESs and PMs on the perceived importance of ES involvement on the critical dimension of mentoring and assisting PMs with executives indicating higher importance.

Three specific suggestions are made which are directed toward improving project management practice. Further, additional research is encouraged on the role and influence of the ES in the initiating stage of the project management process.

The value of this research is two‐fold. One, the investigation identified a critical project management dimension on which sponsors and PMs differ, which may account for disruptive conflict during a project. Two, the present study adds to the limited body of research on the role of project sponsors.

The purpose of this article is to share the lessons learned about the role of team sponsors in action-learning teams as part of community-based health leadership development programs.

This case study uses program survey results from fellow participants, action learning coaches and team sponsors to understand the value of sponsors to the teams, the roles they most often filled and the challenges they faced as team sponsors.

The extent to which the sponsors were perceived as having contributed to the work of the action learning teams varied greatly from team to team. Most sponsors agreed that they were well informed about their role. The roles sponsors most frequently played were to provide the teams with input and support, serve as a liaison to the community and serve as a sounding board, motivator and cheerleader. The most common challenges or barriers team sponsors faced in this role were keeping engaged in the process, adjusting to the role and feeling disconnected from the program.

This work provides insights for program developers and community foundations who are interested in building the capacity for health leadership by linking community sponsors with emerging leaders engaged in an action learning experience.

This work begins to fill a gap in the literature. The role of team sponsors has been studied for single organization work teams but there is a void of understanding about the role of sponsors with multi-organizational teams working to improve health while also learning about leadership.

Change management (CM) and project management (PM) literatures examine the key roles (change agent, project manager, project or change sponsor) played during projects or changes only from their respective points of view. They do so even in cases where projects and changes occur at the same time – or are so-called change projects. In such cases, effective management should utilize both scientific fields’ bodies of knowledge (BoK). The purpose of this paper is to unfold how and in which domain(s) typical roles of the two disciplines correspond to each other.

This paper is a systematic, bi-disciplinary meta-review that simultaneously studies relevant literature on roles performed during projects and changes. The common domain of CM and PM was identified; the systematic review and comparison of role definitions followed.

This paper examines and illustrates the correspondence of 7 CM and 14 PM roles; e.g., “sponsor” refers to the same role and “change agent” and “project manager” are corresponding ones, referring to the same role up to a certain degree.

This paper does not provide an exhaustive overview of various instances of different role (and stakeholder) interpretations.

Findings should facilitate the better management of changes that require CM-type and PM-type capabilities and actions.

As a result of the meta-review, two CM roles were re(de)fined. Linking PM and CM roles provides common ground on which practitioners of both fields can rely. A step-by-step tool for the identification of such cases in practice, when both types of roles should be played and both BoK can be utilized complementarily, was developed.

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.