Organizational Project Research Articles

Space in project organising: Insights from planning within and between construction projects

Projects are discussed as social processes that are bounded in both time and space. Elaborating on space is still scarce in studies on project organising. The aim in this paper is to explore space influence on project planning, to extend our understanding of the relationship between space and project organising. Through two illustrative examples, construction project planning practices were followed within and between projects as the actors sought to handle space. Contribution develops current understanding of how projects are embedded in space and its influence on project planning practices, by shedding light on the recursive relationship between space and project organising. Furthermore, to trace planning practice both within a project and between parallel projects visualise how a broader perspective of the embeddedness is necessary. The findings nuance the current understanding of project's embeddedness, by visualising how planning practices can be directed to both changing space or to maintain space by changing practices.

Reshaping Knowledge Flow: The Impact of Ecollaboration Platforms in It-Project Knowledge Transfer

This research embarks on an in-depth exploration of the transformative dynamics initiated by eCollaboration platforms in the field of IT project management, with a particular focus on knowledge transfer processes. The study delves into the intricacies of knowledge transfer, encompassing both its intra-project dynamics and its transfer from projects to project-based organisations (PBOs). The overall aim is to unravel the impact of eCollaboration platforms on this complex process and to provide insights into the evolving landscape of knowledge management in the context of IT projects. Methodologically, the study adopts a qualitative content analysis approach. Recognising the paradigmatic aspects that might limit insights for proponents of the quantitative paradigm, the chosen approach facilitates an in-depth exploration of the multifaceted nature of knowledge transfer within IT project management. The study involves a cohort of eleven project managers in Austria, with meticulous interviews conducted and recorded to ensure a comprehensive data collection process. The subsequent data analysis involves a systematic evaluation of the accumulated information derived from these expert interviews. This comprehensive analysis integrates both quantitative and qualitative components, providing a nuanced understanding of how eCollaboration platforms influence knowledge transfer within the complex landscape of IT projects. The research findings provide valuable insights into the evolving dynamics of knowledge transfer in the context of IT project management. By examining the impact of eCollaboration platforms on this process, the study contributes to a deeper understanding of the challenges and opportunities that arise in the area of knowledge management in IT projects. These findings have practical implications for project managers and organisations seeking to optimise knowledge transfer processes within their projects and project-based organisations. Ultimately, this research serves as a timely exploration of the transformative potential of eCollaboration platforms to reshape the flow of knowledge within IT project management. It paves the way for improved collaboration and knowledge sharing in the digital age and offers a critical perspective on the evolving landscape of IT project management practices.

Examining the Relationship Between Project Complexity and Project Success: The Moderating Role of Project Management Competencies in Ghana’s Construction Sector

ABSTRACT This study seeks to examine the relationship between project complexity and project success in construction projects in Ghana while assessing the moderating role of project management competencies (PMC). Using a quantitative cross-section research design, data was collected from 141 respondents in organizations that undertake construction projects in Ghana. Responses were analyzed using IBM SPSS (v.23.0) and Smart PLS 3.0. The results established a negative relationship between Technological, Organizational, and Environmental complexity and project success. Technological complexity was seen as the dimension of complexity that significantly affects the success outcomes of projects. PMC’s moderating influence was insignificant. The findings suggest that, for projects to have an increased success rate, organizations must thoroughly investigate the kind of project complexity expected to be present in the project, and this will inform decisions on the caliber of skills/competencies needed for a successful execution of the project.

Struggling with strategizing in public client organisations: Managing strategic projects in inter-organisational contexts

The efficiency of using strategic projects to accelerate long-term change is questioned, especially in inter-organisational contexts. Strategic projects operationalised in inter-organisational contexts are decoupled from the parent – permanent – organisation, creating a need for project actors to manage in-between. The aim of this paper is to increase the understanding of practices for managing strategic projects in inter-organisational contexts, initiated by public client organisations. Applying a practice perspective, this paper presents a case study exploring a strategic project to test collaborative contracting in road maintenance contracts for a public infrastructure client in Sweden. The findings revealed a lack of structure regarding both participation and responsibilities, as well as uncertainties and ambiguities with respect to the goal of the strategic change. The study shows how strategic practices move from central units at the permanent organisational level to the contract level where the strategic project is operationalised and tested, isolating the project and making project actors act as middle managers in-between the project and parent organisation. Thus, the study contributes with a discussion on the efficiency of strategizing through projects in public organisations, especially those operating in a network of suppliers through outsourcing.

Do Specialised Geriatric Wards Improve Patient Outcomes

Abstract Background Older adults demonstrate a unique set of needs in an acute healthcare setting. Admissions increase risk of hospital acquired disability including delirium, infections and functional decline with heightened risk of institutionalisation. As per national guidelines, acute hospital care of older patients should be carried out on a specialised geriatric ward (SGW). This aligns with Slainte cares “right care, right time, right place”. An organisational change project was implemented to set up an SGW in a tertiary centre. Assessment and documentation of delirium along with length of stay (LOS) were assessed as a surrogate marker for improvement in patient outcomes. Methods A retrospective assessment of patient demographics, LOS and delirium documentation for a 3-month period in 2023 was reviewed and compared to the same 3-month period in 2024 post inception of the SGW as part of a service development project. Results Mean age was 83 in both groups. 11% (18/157) pre SGW and 30% (40/134) post had dementia. 91% (122/134) had a collateral history and CGA during their stay on the SGW compared to 78% (123/157). 89% (119/134) had a 4AT documented at any point in the admission post SGW compared with 16% (26/157) previously. 80% (107/157) had a 4AT documented by nursing compared with 0% prior. It was estimated that there were 1,514 bed-days saved. Conclusion The implementation of a novel SGW is a complex service development project that utilised organisational development and had a focus on the people underpinning the project at all levels in planning for success. A significant improvement was seen in delirium recognition and documentation using the 4AT at all levels. The most significant improvement was seen in nursing documentation of the 4AT. A significant improvement in “bed days” and patient LOS was observed. This project serves as the business case for further development and sustainability of our SGW.

Multilateral analysis of stakeholder integration, project complexity and project performance on information technology (IT) projects

PurposeThe purpose of this study is to examine the influence of stakeholder integration and project complexity on information technology (IT) projects in Kenya. The following research question guided our inquiry: what is the influence of project complexity and stakeholder integration on the performance of IT projects in Kenya?Design/methodology/approachTo advance the current understanding of the effect of stakeholder integration and project complexity on IT projects, multiple regressions were used to predict how project complexity and stakeholder integration influence project performance. Both government-funded and privately funded IT projects from a developing country were examined.FindingsThe study found that any project’s complexity and stakeholder integration levels offer a distinctive contribution to its success. Theoretically, the study contributes to linkages between stakeholder integration and project complexity concerning IT project performance. Through the adoption of actionable research and theoretical elaboration, we have shown that the successful execution of IT projects is driven by the successful integration of stakeholders and monitoring the level of complexity at each phase of the project.Originality/valueThe findings of this study add to the burgeoning literature on the performance of IT projects and come with several managerial implications as well. It brings to the fore the concept of stakeholder integration as an essential element of project success. The findings suggest that the inclusion of stakeholder integration into corporate decisions, strategies and policies can be an asset to the production of sustainable competitive advantages needed during the implementation of IT projects in government entities and organisations. As shown in this study, all the above require a collaborative platform allowing for data sharing among diverse stakeholders to ameliorate distrust or lack of information.

Integration of AHP and fuzzy inference systems for empowering transformative journeys in organizations: Assessing the implementation of Industry 4.0 in SMEs

The combined use of the Analytical Hierarchy Process (AHP) and Fuzzy Inference Systems (FISs) can significantly enhance the effectiveness of transformative projects in organizations by better managing their complexities and uncertainties. This work develops a novel multicriteria model that integrates both methodologies to assist organizations in these projects. To demonstrate the value of the proposed approach, we present an illustrative example focused on the implementation of Industry 4.0 in SMEs. First, through a review of relevant literature, we identify the key barriers to improving SMEs' capability to implement Industry 4.0 effectively. Subsequently, the AHP, enhanced through Dong and Saaty’s methodology, establishes a consensus-based assessment of the importance of these barriers, using the judgments of five experts. Next, a FIS is utilized, with rule bases automatically derived from the preceding weights, eliminating the need for another round of expert input. This paper shows and discusses how SMEs can use this model to self-assess their adaptability to the Industry 4.0 landscape and formulate improvement strategies to achieve deeper alignment with this transformative paradigm.

Looking backwards, looking forwards: collective and critical conversations on psychology in South Africa

To mark the 30th anniversary of the Psychological Society of South Africa (PsySSA), 11 of PsySSA’s past presidents, along with two facilitators, gathered in early 2024 for a roundtable discussion on psychology in South Africa. This article represents an edited transcript of that conversation. The guiding motif of the discussion – looking backwards, looking forwards – led discussants through the historical temporalities, institutional, professional and disciplinary debates, as well as the political concerns that face and have forged South African psychology. The discussants were specifically concerned with the challenges of unifying organised psychology; the generative forces, conflicts and antagonisms within psychology; psychology’s pedagogical and intellectual developments; and what it means to politicise psychology in and beyond South Africa. In looking ahead, the discussion concluded with an internationalist reflection on how psychology in South Africa contributes to global knowledges and praxes. The conversation was characterised by epistemic, sectoral and political tensions, as well as ambivalences and shifting centres of gravity, all of which reflect the accomplishments made within South African psychology, as well as psychology’s status as a strongly contested and patently unfinished organisational, disciplinary, professional, service and knowledge project.

Mediating role of relational capital in the influence of organizational culture on international project performance for construction enterprises

PurposeThis study investigates the influence of market and hierarchy organizational cultures on international project performance and examines the mediating role of relational capital.Design/methodology/approachIn-depth interviews and a cross-sectional questionnaire survey were conducted to collect primary data within international projects. Hierarchical regression analysis was used to test the hypotheses based on data collected from 62 respondents.FindingsThe results reveal that both market and hierarchy cultures affect international project performance positively. Additionally, communication, cooperation and trust help enhance project performance; however, commitment is not. This study also proves the mediating role of relational capital between organizational culture and project performance.Research limitations/implicationsThis study selected only two types of organizational culture represented by Chinese construction enterprises. Future studies can explore the mediating role of relational capital between other varieties of organizational culture and project performance.Originality/valueGiven the high complexity and risks faced by projects abroad, both organizational culture, the internal environmental factor and relational capital being the external resource, are crucial for project success. This study clarifies the relationship between organizational culture, relational capital and project performance overseas. Empirical evidence to enhance international project performance for construction enterprises is provided. This study also makes contributions to international contractors who want to implement projects in developing countries.

Achieving project performance goals in extreme resource-constrained environments: the role of bricolage in social enterprise projects

PurposeAchieving project performance goals in extremely resource-constrained environments, such as those of social enterprises, is challenging. These organizations often employ bricolage – making the most of available resources – to navigate challenging landscapes. This study aims to understand how bricolage capabilities enhance or attenuate organizational project outcomes in resource-constrained social enterprises.Design/methodology/approachAn exploratory survey was conducted to understand project management practices in Canadian social enterprises. Established scales were used to measure constructs with confirmatory factor analysis, and linear regression was employed to analyze relationships.FindingsThe study provides empirical evidence of the positive influence of bricolage on organizational project performance, with a crossover interaction observed for moderators – entrepreneurial leadership and project management capabilities. While project capabilities strengthen the positive impact of bricolage capabilities on project performance, entrepreneurial leadership has the opposite effect.Practical implicationsThe insights from this study offer an initial roadmap for project managers for effective resource acquisition and utilization through bricolage, ultimately enhancing project management effectiveness in resource-constrained environments.Originality/valueDespite the crucial role of bricolage capabilities in resource-constrained environments, the project management literature has largely neglected this concept. It is unclear how organizations use bricolage to manage projects. This lack of understanding challenges organizations, hindering their ability to apply bricolage consistently and thoughtfully in managing projects. Our study provides a deeper understanding of how bricolage facilitates project performance and enriches our understanding of it as an effective resource mobilization strategy within social enterprises.

Towards a comprehensive framework for risk assessment of organizational development project portfolios

The benefits of risk management in the context of project portfolios have been widely recognized in the literature. However, approaches that assess the risk of organizational development project portfolios from the perspective of how the portfolio delivers value to the parent organization remain largely unexplored. To address this gap, our research takes a constructivist approach and an organizational perspective on project portfolios. We conducted twenty-eight semi-structured interviews and used thematic analysis to identify and relate four themes of a comprehensive project portfolio risk assessment (PPRA) framework: "project portfolio as the organizational unit for PPRA"; "organizational capabilities as portfolio outcomes in which PPR can be assessed"; "project portfolio levels as sources of risk factors in PPRA"; and "balance between project portfolio attributes complexity". Within the framework of organizational development project portfolios, this study contributes to our understanding of PPRA by providing two propositions: (1) The capabilities to be generated by the project portfolio can be used as the portfolio primary results on which PPRA can assess the risk of the project portfolio, establishing the impact of PPR on the project portfolio value delivering to the parent organization, and (2) The risk factors that impact the project portfolio expected results can be represented into PPRA as ‘output-related’ risk factors and ‘outcome-related’ risk factors.

A Glance into Holistic Project Success with Organisational Agility and Project Resilience

A Glance into Holistic Project Success with Organisational Agility and Project Resilience

Quality leadership, technology integration and patient care quality across countries: moderating roles of national culture and infrastructure development

PurposeTo better understand the nature and effective delivery of quality health-care globally, this paper aims to study the role of quality leadership on patient care quality (PCQ) delivered in hospitals, including the intervening role of technology integration and two country-level factors – national culture and infrastructure development – in North America (Canada, Mexico and the USA).Design/methodology/approachPCQ comprises four facets: interpersonal, technical, environmental and administrative quality. Using survey data and interdisciplinary theoretical support (e.g. quality management and the Global Leadership and Organizational Behavior Effectiveness Project [GLOBE] model of national culture), this paper tested for moderated mediation between hospital quality leadership and the four-facet PCQ model with technology integration as the mediator and national culture and infrastructure development as moderators.FindingsResults show that technology integration partially mediates the relationship between hospital quality leadership and PCQ and that national culture and infrastructure development shape the role of hospital quality leadership on PCQ. Hence, these national factors must be considered holistically to understand the impact of hospital quality leadership on patient care.Practical implicationsTo improve PCQ, hospital leaders should broaden their understanding of quality health-care to include technology integration and an awareness of cultural and institutional differences across nations.Originality/valueThis paper used primary data from hospital quality leaders and the four-facet PCQ conceptualization across three large North American nations, offering a more global understanding of service quality in health-care.

How does organisational culture affect agile projects? A competing values framework perspective

Purpose The literature has not yet delved sufficiently deeper into the holistic relationship between organisational culture and agile project management. This paper aims to address this literature gap by delineating the specifics of why and how organisational culture affects agile project management. Design/methodology/approach This paper addresses this literature gap by conducting a systematic literature review of empirical research investigating how organisational culture affects agile project management. This paper draws on the competing values framework to explain how various dimensions of organisational culture influence the technical and social streams of agile project management. Findings The findings underscored the detrimental effects of hierarchical culture, characterised by rigid organisational structures, formal communication with management and resistance to change acceptance, on both the technical and social aspects of agile projects. In contrast, the positive impact of group culture on the social aspect was evident through employee empowerment and teamwork. Moreover, the rational culture dimension demonstrated favourable effects on both streams, emphasising market knowledge, financial development and business opportunities. Finally, the developmental culture dimension supported customer collaboration, knowledge sharing and innovation. Originality/value The focus on the “mutability” of organisational culture has led to four research propositions delineating specific ways of cultivating organisational culture to be more conducive to agile projects, marking a first in the academic literature.

Breaking free from the invisible cage: Leveraging institutional logics to understand and facilitate organizational change projects

Organizational change projects suffer from a high failure rate. Extant literature identified structural inertia as the main cause of resistance to change. This structural inertia puts invisible shackles on organizations and makes the change process difficult or even pulls organizations back to their former state. However, it is still unknown how these organizations can be unchained. Drawing on an institutional logic perspective and based on an intriguing organizational change project of a state-owned company in China, we explored how institutional logic changes in organizational change projects. The results indicate that institutional change occurs through organizational deinstitutionalization, organizational institution building, and organizational reinstitutionalization across both individual and organizational levels. We developed a theory for successfully securing change efforts that relies on the level-crossing alteration of institutional logic that shackles employee behaviors. A model of institutional logic change is proposed to illustrate the organizational change carried out in the form of projects from an institutional logic perspective. Theoretical and practical contributions are discussed.

The Influence of Dr. Rima Rudd's Organizational Health Literacy Scholarship in Maryland.

This article analyzes and reflects on Dr. Rima Rudd's organizational health literacy ideas and tools and their influence on the field generally and on four projects over 12 years in Maryland specifically. We present four organizational health literacy projects - two from oral health and two from COVID-19 vaccination - that used or were influenced by Dr. Rudd's the Health Literacy Environment of Hospitals and Health Centers. In the oral health projects, we describe the organizational assessments we conducted, the assessment results, and the actions organizations took in response. In a Frederick, Maryland, COVID-19 project, we worked with multiple organizations in a single city to train them in the organizational assessment process, and we report the activities and results of this training. In the Baltimore, Maryland COVID-19 project, we provided general information about organizational health literacy and trained key health professionals in local organizations. Our results confirm that Dr. Rudd's tools work mainly as intended because they help organizations or third-party evaluators identify health literacy barriers and create health literacy insights. Also, we observed that organizational health literacy tools can support organizations' interest in equity goals and increase their willingness to spend time on health literacy projects. Translating knowledge and skills to actions can require more time than organizations can commit or be more difficult than they can handle. In our projects, the four most positive examples were driven by a collaboration between our team and a change champion who had the power to institute new ideas and actions. While it can take time and money to gain traction, our Maryland work shows that organizational assessments are accessible, practical and tangible. We conclude that Dr. Rudd's influence extends beyond specific tools and is reflected in the field's acceptance of organizational and professional responsibility for health literacy as an equity and justice issue. [HLRP: Health Literacy Research and Practice. 2024;8(3):e151-e158.].

Organizational learning capacity and international development project success in West Africa: A case study

Very few studies have focused on organizational learning within a team as a key success factor for international development projects. In particular, the relationship between organizational learning capacity, organizational efficacy, and project success has received little attention. This is the objective of this case study. It explores this relationship based on 23 semi-structured interviews with project coordinators, team members, and beneficiaries of two projects financed by the West African Development Bank (WADB) in Benin and Senegal. The results show that the social process of developing organizational learning capacity within a project team is a crucial issue for organizational efficacy and project success. Points for practitioners Within a team, establishing a framework for developing organizational learning capacity, characterized by autonomy, experimentation, and interaction with stakeholders, is a key project success factor. Flexible and adaptive approaches may foster organizational learning and help explore, through action, new project capacities. Such approaches may help increase the odds of project success in terms of international development and, thus, create value for stakeholders including beneficiaries.

Organisational aesthetics in temporary project organisations: a systematic literature review

Organisational aesthetics in temporary project organisations: a systematic literature review

EXPLORING TEAM COHESION IN PROJECT MANAGEMENT

Project management represents an essential area of research with a significant impact on society and the economy. This paper aims to critically analyze the scientific literature on team cohesion and its influence on project outcomes. We employ a qualitative approach based on secondary sources to identify and evaluate critical factors such as knowledge exchange, trust, and team cohesion and to examine how these contribute to project success. The novelty of our work lies in its interdisciplinary approach, integrating perspectives from organizational psychology and project management to investigate the dynamics of team cohesion and its impact on project performance. Within this article, we critically analyzed team cohesion through the lens of individual team member competencies first, leadership styles second, and the relationship between them third. Our results indicate that integrating team cohesion into project dynamics maximizes operational efficiency and enhances resilience and adaptability against unexpected challenges. Managers who adopt specific leadership approaches (e.g., transformational and transactional) are identified as crucial factors in creating and maintaining project team cohesion. Furthermore, the article emphasizes that integrating team cohesion into management practices contributes not only to project success but also to its sustainability. Managers can develop effective strategies and interventions to enhance collaboration and outcomes within project teams by profoundly understanding the relationship between team cohesion and project performance.

Assessment of ergonomic risks in car radio manufacturing using the Suzanne Rodgers and NIOSH criteria: a practical application

Companies from Industrial Pole of Manaus look for automation to reduce ergonomic risks, even if the degree of autonomy will depend on organizational technical projects, that is, we visualize two different strands to develop ergonomic actions with the objective of improving working conditions related to health and productivity. Many interests about ergonomics are due to legislation, to adapt the work conditions, it is necessary to measure the ergonomic risks through established criteria. The present study aims to verify the contribution of ergonomic risk assessment instruments in practice, even though the process is quite robust, using the NIOSH and Suzanne Rodgers Criteria we visualize several potential to mitigate the risks inside this manufacturing process. The research was conducted through a literature review, and case study, raising the operative mode of all the workstations, mainly considering the comments of the employees involved, since all the methods present had potential for application, but a standardization of the evaluation for data collection become the main factors in determining the risk factors related to musculoskeletal disorders. According to the knowledge acquired and accumulated during the data collection, observed the ergonomic thermometer of the manufacture, where the moderate risk was evident, even if it is a process with automation, but this study will guide to a more effective work in search of the reduction of the ergonomic risk within the organization by the multifunctional team, in the search for the ergonomically correct process.