Effects of complexity on the success of temporary organizations: Relationship quality and transparency as substitutes for formal coordination mechanisms

Goleman-Boyatzis Model of Emotional Intelligence for Dealing with Problems in Project Management

“…Other issues identified include the impact on teams of them being drawn together for a relatively short period from the larger organisation (Hanisch and Wald, 2014;Tyssen, Wald and Spieth, 2013) and the need to resolve stakeholder conflicts in a reasonable timeframe Turner and Muller (2003).…”

Insights of project managers into the problems in project management

“…In a recent review Tyssen, Wald and Spieth (2013) identified the characteristics of temporary organisations presented in Table 1. Hanisch and Wald (2014) considered the effect of complexity on temporary organisations by simplifying the Geraldi, Maylor and Williams (2011) model from five dimensions down to three. This model is summarised in Table 2.…”

Research on Multidimensional Connotations of Megaproject Construction Organization Citizenship Behavior

“…CMP is typical temporary organization which has a clear beginning and end according to construction duration. The project task is unique, unrepeatable and of relatively high uncertainty (Hanisch & Wald, 2014). The project manager acts as an agency for uncertainty management, the main obligation of which is to keep task-oriented, deal with uncertainty and accomplish project deliverables (Turner & Müller, 2003;Kuura, Blackburn & Lundin, 2014).There are fewer organizational hierarchies, more ambiguous roles, boundaries, much more informal coordination work between teams, and, various behavioral subjects with heterogeneity in CMP (Hanisch & Wald, 2014).…”

“…It is commonly stated that promotional mechanisms are not obvious, there are many benefit conflicts and little trust among participant groups, so maybe altruistic help and sharing behavior disappeared. While some empirical studies have shown that altruism and reciprocal preference appear to be strongly related to cooperation in CMP, as the overall project success is decision-based, participants still like to help each other without promotion as motivation (Aronson et al, 2013;Han, Zhou & Li, 2014;Dai & Yu, 2003); knowledge and resources sharing prevailed and were critical cooperation factors (Braun et al, 2013;Hanisch & Wald, 2014;Dietrich, Eskerod, Dalcher & Sandhawalia, 2010). So help behavior may be conceptualized as "Cooperation Behavior (CoB)" which means "common cooperative efforts that CMP participants conduct together to achieve project and individual goals".…”

“…CMP building is a unique, novel and transient process (Hanisch & Wald, 2014). For instance, the Olympic Arena 2008 in Beijing had to be built before the opening ceremony, and participants must build such special-shaped constructions as the National Stadium (Bird's Nest) in a limited time, while sticking to hi-tech and economical principles, innovation was necessary in order to meet the deadline (Maier & Branzei, 2014).Transition may be necessary and useful to overcome inertia during construction, requiring participants to make technology creation and management innovation within a limited time.…”