Project-based Organizations Research Articles

Environmental-specific servant leadership as a strategic tool to accomplish environmental performance: a case of China

PurposeThe Chinese firms are keenly focused on reducing their environmental footprints as part of the competitive strategy. Within the context of sustainable organizations in China, we test a multilevel framework that examined the impact of environmental-specific servant leadership on the green individual (pro-environmental behavior) and team (project green performance) outcomes within projects. Using social identity theory, we theorize and test the mediating role of green self-identity (individual level) and team green identification (team level) in the relationships between environmental-specific servant leadership, pro-environmental behavior and project green performance.Design/methodology/approachWe used survey questionnaires to collect multi-level and multi-wave data from 42 ongoing project-based sustainable organisations in China. The multilevel team to individual-level hypothesis were analyzed using multilevel-modeling via Mplus, while team level hypotheses were tested using ordinary least squares regression.FindingsThe multilevel regression analysis showed that environmental-specific servant leadership has a trickle-down effect of green self-identity, which subsequently predicts pro-environmental behavior. The ordinary least squares regression results demonstrated that environmental-specific servant leadership predicts project green performance via team green identification. Also, environmental-specific servant leadership has a positive and direct impact on pro-environmental behavior and project green performance.Research limitations/implicationsWe offer community and service dimension of leadership as a determinant of environmental performance at multiple levels. We provide managerial and policy implications to Chinese organizations striving to reposition themselves as eco-friendly organizations both nationally and globally.Originality/valueThe study is among the first to understand the role of environmental-specific servant leadership in predicting individual-level and team-level environment-related mediator and outcomes simultaneously.

Effective staffing of projects for reconciling conflict between cost efficiency and quality

Project-based organizations face significant challenges as they make decisions about staffing projects. Although staffing teams with members who have the appropriate expertise is important, managers also consider factors such as the amount of experience members have working with each other in the past (team familiarity). Additionally, companies are concerned with increasing the utilization of employee time, so managers assign employees to multiple concurrent projects (multiteaming) to reduce downtime and maximize use of expertise. However, questions exist as to how team familiarity and multiteaming contribute to project outcomes, particularly operational capabilities such as cost efficiency and quality. In this study, we present countervailing hypotheses and empirically examine how team familiarity and multiteaming influence the tradeoff between cost efficiency and quality. Results show that team familiarity mitigates the cost efficiency-quality tradeoff, allowing teams to attain both capabilities. In contrast, multiteaming increases the tradeoff between cost efficiency and quality such that teams are more likely to attain one or the other, but not both. In light of the findings, we provide staffing suggestions to practitioners for effective management of project teams.

The influence of building information modelling on the absorptive capacity of project-based organisations

ABSTRACT Absorptive capacity (AC) is a theoretical construct that measures the capacity of an organisation to absorb knowledge from external sources to sustain competitive advantage. Information dispersion makes it difficult for project-based organisations (PBOs) to absorb new ideas. The current study uses AC theory to examine how the use of building information modelling (BIM) affects the capacity of building contractors to absorb new information and become more competitive. A desktop study of secondary sources was undertaken to assess if there is a potential link between BIM and contractor AC. This revealed that the potential benefits of BIM’s technical features are motivated through its functional attributes. Exploratory factor analysis (EFA) was used to clarify the underlying relationship of a cluster of variables. The results of EFA led to the confirmed three categories for BIM functional attributes, including: (1) integration, (2) comprehensibility, and (3) transparency. Multiple regression analysis was used to explore the latent relationship between BIM functional attributes and contractor AC. The regression analysis of survey data, which was gathered from 56 building contractors in Queensland, Australia, showed that the transparency function of BIM functional attributes significantly correlated with acquisition and transformation dimensions of contractor AC. The study confirms a link between BIM and contractor AC, providing further evidence of the importance of BIM in sustaining the competitive advantage of project-based organisations.

Gestão do Conhecimento em Organizações Baseadas em Projeto (OBPs): estudo de casos múltiplos

Introdução: As Organizações Baseadas em Projetos (OBPs) possuem como principal característica a flexibilidade de atuação no mercado. Embora positiva, tal flexibilidade resulta em barreiras ligadas a questões intrínsecas dos projetos como a temporalidade, singularidade e seu grau de independência, dificultando a Gestão do Conhecimento (GC). Este artigo tem como objetivo analisar a influência das barreiras para a GC no ambiente das OBPs. Método: Utilizando-se de uma abordagem qualitativa, foi realizado um estudo de casos múltiplos compreendendo três Empresas de Engenharia de Projetos Industriais (EEPIs), as quais se enquadram como OBPs. Os dados foram coletados por meio de entrevistas, observação direta e documentos. Resultados: Quatro das seis barreiras descritas na literatura foram confirmadas, sendo estas a temporalidade, a pouca dedicação à GC, uso de equipes temporárias e o grau de independência dos projetos. Barreiras como a terceirização, o trabalho a distância e os custos de dedicação à GC foram incluídas. Constatou-se também que a falta de rotinas não faz parte do ambiente das EEPIs e que a singularidade dos projetos não é uma barreira e sim uma oportunidade de gerar conhecimento. Conclusão: A Gestão do Conhecimento em OBPs está sujeita a particularidades que dificultam sua disseminação, conservação e uso. A análise das barreiras que dificultam a GC nestes ambientes possibilitou não somente a verificação desta influência em seus processos, como a forma e extensão com que as barreiras para GC se manifestam.

The diffusion of innovation in project-based firms – linking the temporary and permanent levels of organisation

PurposeThe purpose of this study is to address the problematic yet under-researched issue of the disconnectedness of the temporary and permanent levels of organisation in project-based firms in terms of learning and innovation diffusion.Design/methodology/approachThe paper is based on a longitudinal case study of a pioneering French construction firm introducing the partnering method in France. Based on an abductive approach, the analytical framework combines insights of the literature on community and networks of practice to investigate the processes and mechanisms of diffusion of innovation in project-based firms.FindingsThe function of semi-permanent organisational levels in connecting the temporary and permanent levels of the firm – the communities of practice (CoPs) and network of practice (NoP) exists besides the formal organization of the firm. As a social learning process, innovation diffusion involves both formal (i.e. vertical) and informal (i.e. horizontal) forms of organising and learning. Intermediary and informal ways of organising enables the embedding of innovation both in terms of content and connections. Foremost, CoPs/NoPs contribute to relational embeddedness. Boundary actors and objects are essential in crossing the different levels of embeddedness to overcome the learning boundaries between temporary projects and the permanent firm.Research limitations/implicationsThe investigation is built on a single case study and further empirical research is needed, preferably longitudinal case studies, as this allows greater capture of the diffusion process. The authors suggest further studies using practice-based perspectives to capture the formal and informal ways of organising innovation diffusion.Practical implicationsManagerial interventions should favour the development of the informal dynamics of community and networks to foster both innovation and its diffusion. The managerial challenge lies in creating the right prerequisites for the existence of both the informal community logics of organising and the formal top management decision-making, and to orchestrate their timing in the diffusion process.Social implicationsThe study reveals the importance of both formal and informal networks in driving innovation. As such, project-based firms should be aware of these dynamics when striving for change.Originality/valueThe study contributes to the literatures on diffusion of innovation, project marketing and construction management. It includes new insights related to the function of intermediary and informal organisational levels of project-based organisations, the dynamics and connection between the temporary and permanent levels of the project-based firm related to communities and networks of practice, and the boundary spanning activities that are involved between the formal and informal levels of the firm.

A psychological contract perspective of vertical and distributed leadership in project-based organizations

The primary purpose of this study is to examine the relationship between two leadership styles (vertical and distributed), conceptualized through types of decisions made (strategic and operational/tactical), and the state of psychological contract (fulfillment/breach) at three different levels of the organizational hierarchy in project-based organizations. The explorative analysis of eight organizations from India and Australia demonstrates the prevalence of distributed leadership: operational and technical decisions are usually entrusted to the project team and project managers, while strategic decisions are made by senior management. The study suggests that three factors facilitate a specific leadership style (vertical or distributed): organizational culture, knowledge sharing and project management practices, which in turn impact the state of psychological contract (fulfillment/breach). A flexible, collaborative organizational culture supports knowledge sharing and the adoption of agile methods, enabling distributed leadership and leading to psychological contract fulfillment.

Information systems and change in project based organizations

Abstract Companies in highly competitive environments often adopt project management practices to manage their processes and activities in a quest to leverage flexibility. Doing so these companies usually become project based organizations (PBO). This paper aims to design new ways how PBOs respond to change and adapt their project based organization model. This paper adopts an action research methodology and explores the case of a company that faced several environment challenges and so was obliged to change its organizational and information systems processes. From the observed challenges and results, it became obvious that a PBO needs to implement portfolio, program and project management processes and adapt them to volatile business environments. The studied longitudinal case proves that information systems have a crucial role to support the PBO processes as part of an effective change process.

Providing a Model for the Compensation in Project-Based Organizations with a Grounded Theory Approach

The aims of this study provide a model for the compensation in project-based organisations in Iran. This study was an applied research and the research method was descriptive survey. The results sh...

Learning in project based organizations: processes, mechanisms and main challenges

Abstract Paper aims Identify the mechanisms, processes, challenges and other contexts of project-based organizations that affect or are affected by knowledge management. Originality The literature lacks studies that assist project-based organizations in the successful use of knowledge management. We bring these analyzes to this article. Research method We performed a multiple case study applied to two Brazilian companies. Main findings The organizations face challenges due to managerial, operational, and strategic issues. The knowledge management occurs through codification and sharing of data, and both formal and informal events were identified. Implications for theory and practice This paper provides new guidelines for future research, also, several components that affect knowledge management were identified, so professionals will be able to design and implement models with a greater chance of success.

Providing a model for the compensation in project-based organisations with a grounded theory approach

Providing a model for the compensation in project-based organisations with a grounded theory approach

A capability perspective on service provision in project-based organisations

A capability perspective on service provision in project-based organisations

A framework for conceptualising the organisational communications of a project management office

The project management office (PMO) plays a key role in linking the strategic and operational levels of a project-based enterprise. Fulfilling this mission requires effective collaboration with stakeholders since PMOs can no longer operate in organisational silos. This research aims to tackle the knowledge gap regarding the conceptualisation of the content of PMO communications in project-based organisations. A critical literature review and qualitative synthesis were conducted to draw conclusions concerning the existing theoretical discussions on the topic. The results are presented in the form of a framework explaining 11 categories of stakeholders and respective potential communications with them in four directions: horizontal, vertical upward, vertical downward and external. This study extends the literature by introducing a new theoretical framework of PMO communications and providing an insight into the main constituents required for maintaining effective relationships with stakeholders in practice.

Review Paper On Competencies Essential For Project Manager

Competency is a term widely used in the IT industry. Competency is defined as “ an underlying characteristic of a person which results in effective and /or superior performance in a job” (Boyatzis R. , 1982)In order to be successful in a business market, project-based organizations should be successful in theirprojects.(Ghasem Omidvar F. J., 2011). One of the factors that influence project success is the employment of competent project managers. (Ghasem Omidvar, 2011).Crawford (2000) also reiterates the point that a competent project manager is a factor that affects project success. The objective of this paper is to identify competencies essential for Project Manager which lead to the successful project. The competencies are majorly divided into technical competencies and behavioural competencies .This paper attempts to review the literature available and propose the competencies important for a Project Manager.

Knowledge Management in Projects

Knowledge transfer in project-based organizations has been recognized as a productivity and economic growth promoter that is currently not properly managed. Therefore, it is critical to investigate the importance of knowledge regarding its acquisition, use, and transfer across all departments of an organization. The main objective of this work was to evaluate how modern organizations from different business sectors manage and share their knowledge by following the knowledge management and transfer life cycles when developing their projects. Organizational surveys were performed to project managers working in project management within in multiple Portuguese industries (or with representation in Portugal) from multiple business sectors and holding different hierarchical positions. The present study revealed that most companies can identify, capture, and retain the relevant knowledge, and apply it to the development of other projects. Thus, the importance of implementing the knowledge management transfer to other projects is crucial for successful project implementation and management.

Ambidextrous leadership and project-based organisational innovation performance: the mediating role of innovative climate and moderating role of organisational learning

The objective of this paper is to examine the impact of ambidextrous leadership on project-based organisations' innovation performance with the mediation of innovative climate and moderation of organisational learning. Hence, the prevalent objective of the existing study is the instigation of a mediating and moderation model to inquest the efficiency of ambidextrous leadership in the presence of organisational learning and innovative climate. For this research paper, data had been collected by following a quantitative deductive approach of positivist research philosophy. Among 1,500 questionnaires distributed to software project employees based in Pakistan registered under P@sha, 749 useable responses were received. Later, data was analysed through SPSS 26 and Smart PLS 3. The outcomes of the research indicate that ambidextrous leadership significantly influence project-based organisational innovation performance. Furthermore, there is the support that the manifestation of organisational learning tends to positively moderate the impact of ambidextrous leadership on project-based organisational innovation performance, whereas innovative climate plays an integral role as a catalyst for enhancing project-based organisational innovation performance through ambidextrous leadership. These outcomes will help developing countries' software firms like in Pakistan that want to improve performance through organisational learning and innovative culture.

Recognizing and prioritizing the supply chain risk in project-based organization regarding the effective environmental factors and by using FMEA technique case study: Ehdas Gostar Nirooye Pars Co.

Recognizing and prioritizing the supply chain risk in project-based organization regarding the effective environmental factors and by using FMEA technique case study: Ehdas Gostar Nirooye Pars Co.

Competency-Based Reward System in Project-Based Organization: Empirical Study from Tunisia

Competency-Based Reward System in Project-Based Organization: Empirical Study from Tunisia

The nexus between global disruption due to the covid-19 and performance of the construction project

In the current COVID-19 pandemic, this paper attempts to empirically find out the increasing workplace bullying effect on project performance with employee deviant behaviour as a mediator, internal, and external locus of control as moderators. The random sampling technique was used to gather data from 777 employees, working in construction companies in Pakistan. The examination was established using WarpPLS software version 7.0. The results revealed that workplace bullying is positively associated with employee deviant behaviour which in return negatively affects the project performance. It can be inferred from the results that the “moderating role” of internal “locus of control” is insignificant; whereas the external “locus of control” significantly moderates the relationship between workplace bullying & employee deviant behaviour. The proposed research and hypotheses support social exchange theory and social behaviour exchanges. This study has clarified some unique points that are equally important for the managers, employees, and project-based construction organization as a whole. It is also recommended that once the pandemic COVID-19 passes, it would be the dire need of that time to re-evaluate that, what has been changed in terms of professional thinking, working & behaving as for as their project work and communication between the team members is concerned.

How Project-Based Organizations Cultivate Learning in Projects: A Social-Constructivist Perspective

A growing number of studies are now emphasizing the critical importance of learning and knowledge accumulation for firm-level competitiveness. Despite the growing awareness, relatively fewer project-based firms have institutionalized mechanisms to systematically capture new project knowledge and re-use it to improve the execution of subsequent projects. The peculiarity of projects presents unique challenges that make the cognitive approach to learning difficult to implement. As such, researchers are recommending the social constructivist perspective of learning as the most viable strategy for cultivating learning within and across projects. However, scant work has been undertaken from this sociological perspective to analyze how temporary organizations manage knowledge arising from and relating to projects. From this standpoint, the aim of this paper is to discuss the learning mechanisms of construction firms. The study adopted a quantitative strategy by employing a questionnaire survey into the learning practices of construction projects in Ghana. Drawing on preliminary findings from the literature, the study proposes a model for cultivating learning within projects from the social constructivist viewpoint. In the model, project management practitioners can purposefully nurture or structure a project learning activity through four mechanisms viz.: institutionalization, externalization, socialization and internalization. The proposed model is subsequently validated in an empirical study into the learning practices during the implementation of construction projects in Ghana. Based on the empirical results, it seems that knowledge sharing and transfers through the four aforementioned learning mechanisms proposed by the model are highly regarded within project management practice in Ghana.

Impact of Work Ethics and Work Environment on Project Success with the Moderating Role of Job Engagement

There are many projects going on in global business. Work ethics and work environment is very important because employee’s behavior strongly contribute to the success of the project in global business. The objective of this study to examine the impact of work ethics work environment with moderating role of job engagement on project success in project-based organization of Pakistan. Survey method is used to collect data from the managers along with their employees from different organizations in Islamabad and Rawalpindi, Pakistan. Managers are selected because they are considered the most knowledgeable personnel of the organizations who can provide reliable data. A structured questionnaire was distributed among 250 targeted individuals’ through covariance sampling technique. The questionnaire was followed by the interview to overcome the ambiguities. The response rate was 96.4% which shows the interest of the targeted population and the importance of the study. To check the reliability, we applied internal consistency reliability, correlation. Furthermore, to test the posit hypothesis, was used regression analysis as a statistical analysis technique for measuring the nature and intensity of relationship between work ethics, working environment, work engagement and project success. The study shows that there is a positive direct relation between independent and dependent variables like work ethics, work environment, work engagement and project success. The study concludes that work ethics and work environment is very important for project success. The current study leads to the solid awareness towards the identification of work ethics, working environment, work engagement and their association with the project success.