A model for project team formation in complex engineering projects under uncertainty

Hosseini, S. Mahdi; Akhavan, Peyman

doi:10.1108/k-06-2015-0150

Cited by 18 publications

(9 citation statements)

References 53 publications

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“…They utilize the particle swarm optimization algorithm to solve their model. Hosseini and Akhavan (2017) develop a model to select team members. Their model aims to maximize knowledge sharing among team members and to minimize the total cost of tasks while balancing workload among team members.…”

Section: Related Workmentioning

confidence: 99%

A set partitioning based goal programming model for the team formation problem

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et al. 2021

Int Trans Operational Res

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In this paper, we offer a multi‐objective set‐partitioning formulation for team formation problems using goal programming. Instead of selecting team members to teams, we select suitable teams from a set of teams. This set is generated using a heuristic algorithm that uses the social network of potential team members. We then utilize the proposed multi‐objective formulation to select the desired number of teams from this set that meets the skill requirements. Therefore, we ensure that selected teams include individuals with the required skills and effective communication with each other. Two real datasets are used to test the model. The results obtained with the proposed solution are compared with two well‐known approaches: weighted and lexicographic goal programming. Results reveal that weighted and lexicographic goal programming approaches generate almost identical solutions for the datasets tested. Our approach, on the other hand, mostly picks teams with lower communication costs. Even in some cases, better solutions are obtained with the proposed approach. Findings show that the developed solution approach is a promising approach to handle team formation problems.

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Section: Related Workmentioning

confidence: 99%

A set partitioning based goal programming model for the team formation problem

Daş

Altınkaynak

Göçken

et al. 2021

Int Trans Operational Res

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“…The knowledge sharing process is described as the transfer and dissemination of explicit and tacit knowledge between individuals (Probst et al, 2000;Lin & Lee, 2005;Kamasak & Bulutlar, 2010;Rusly et al, 2012;Lee, Shiue, & Chen, 2016;Hosseini & Akhavan, 2017;Matoskova & Smesna, 2017;AlShamsi & Ajmal, 2018;Marques, La Falce, Marques, De Muylder, & Silva, 2019) in order to efficiently manage and execute the process through integrating organizational and technical tools (Probst et al, 2000;Kianto et al, 2016;Lee et al, 2016;Matoskova & Smesna, 2017), to generate new knowledge (García-Fernández, 2015) which would allow the organization to gain competitive advantage (Wee & Chua, 2013;Le & Lei, 2018;Rafique, Hameed, & Agha, 2018;Dzenopoljac et al, 2018). Knowledge sharing can be defined as collaboration based on trust, whereby explicit and tacit knowledge is shared and accessed using the available knowledge potential to implement the knowledge strategy and to achieve organizational performance outcomes.…”

Section: Theoretical Framework and Hypothesismentioning

confidence: 99%

Impact of Knowledge Oriented Leadership on Knowledge Management Processes in the Middle Eastern Audit and Consulting Companies

Raudeliūnienė

Kordab

2019

Business, Management and Education

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Purpose -this article aims to evaluate the influence of knowledge oriented leadership on knowledge management processes and the influence of those processes on the performance of the Middle Eastern audit and consulting companies.Research methodology -analysis of scientific literature, structural equation modelling and expert evaluation (structured questionnaire) were used in order to create hypotheses and research model, to collect data from the audit and consulting companies' experts and to test research model and related hypotheses.Findings -the results of this research supported eight out of ten suggested hypotheses. Empirical evidence shows that leadership has a positive impact on knowledge acquisition, storage, and sharing processes in the Middle Eastern audit and consulting companies and knowledge management processes (creation, acquisition, sharing, storage and application) have positive influence on organizational performance.Research limitations -conducting the research in the Middle Eastern audit and consulting companies limits the possibility of generalizing the results to other types of businesses sectors as well as other geographical areas.Practical implications -conducted research results have practical value for audit and consulting companies as this study analyses the concept of knowledge oriented leadership and its impact on knowledge management processes and organizational performance.Originality/Value -this research investigated one of rare studies in the Middle East business sector, where the audit and consulting companies' performance affected by the knowledge management processes was assessed considering knowledge oriented leadership as an influential factor that affects the knowledge management processes implementation.

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“…With the emergence of virtual teams there also seems to be an increase in models and mathematical techniques to assist in forming project teams. This is often carried out when team members are selected from an available pool of resources from a distant location, due to which prior knowledge of team members is not available (Hosseini & Akhavan, 2017). These methods include using social network analysis (Wi et al, 2009), the use of algorithms to select teams for specific tasks (Gronau et al, 2007), or fuzzy optimisation technique to select project teams taking constraints into account (Baykasoglgu et al, 2007).…”

Section: Team Member Assignment In Practicementioning

confidence: 99%

Assignment of project team members to projects

Sankaran

Vaagaasar

Bekker

2019

IJMPB

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Purpose The purpose of this paper is to investigate how project managers, influence the assignment of project team members by directly assigning or specifying who they want or by indirectly using lateral influence strategies to secure the appropriate resources. This study is part of a wider study investigating the balance between vertical and horizontal leadership in projects in which nomination (or assignment) was identified as a key event contributing to balancing the leadership. It focuses specifically on the nomination or assignment event at the start of a project. Design/methodology/approach Based on the philosophy of critical realism, case studies were used to collect data through 70 semi-structured interviews in Australia, Scandinavia and South Africa. Interviews were conducted with senior managers, project managers and project team members. Two project team members who worked with the same project manager were interviewed to gather diverse views. The data were analyzed individually by researchers from each location using a coding method proposed by Miles et al. (2014). The researchers then jointly analyzed the findings to arrive at five common themes from that explained how team members were assigned in practice. Findings Despite the recognized need for project managers to form their own teams, this study found that project team members were often assigned by others. This was because project managers lacked authority to secure their resources. Therefore, they used lateral influence strategies to help with assigning project team members. The study identified five lateral influencing strategies adopted by project managers to assign team members: creating an image of competence; creating coalitions; taking a gamble; waiting for the right moment; and reasoning with facts. Two of these lateral influencing strategies were not identified in the previous literature on influencing strategies used in organizations. Research limitations/implications The findings should not be viewed as representative of the respective continents where the cases were studied. However, this study contributes to the literature on project management, illuminating how project teams are assigned and by whom and, specifically, the role that influence plays during this event of the balanced leadership theory. It also identifies the types of lateral influence strategies used by project managers when assigning team members to their projects. It provides a pathway to explore the use of lateral influencing strategies by project managers beyond the assignment process. Practical implications This study will help project managers to become aware of influencing strategies that they can use in practice while assigning team members to their projects. It will also highlight the importance of assigning the right resources to projects with a view to achieving balanced leadership. Originality/value This research is of value to organizations using projects to successfully deliver their strategies by assigning suitable resources to their projects.

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A model for project team formation in complex engineering projects under uncertainty

Cited by 18 publications

References 53 publications

A set partitioning based goal programming model for the team formation problem

A set partitioning based goal programming model for the team formation problem

Impact of Knowledge Oriented Leadership on Knowledge Management Processes in the Middle Eastern Audit and Consulting Companies

Assignment of project team members to projects

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