Introduction to the Research Handbook on Complex Project Organizing

Winch, Graham; Brunet, Maude; Cao, Dongping

doi:10.4337/9781800880283.00009

Cited by 3 publications

(2 citation statements)

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“…Third, the three dimensions represent one school of thought and there exists many other perspectives on complexity (Browning, 2022). Taking use of other views on complexity can provide 14(18)…”

Section: Research Limitationsmentioning

confidence: 99%

A complexity perspective on project stakeholder management

Lehtinen¹,

Kier²,

Aaltonen³

et al. 2023

Research Handbook on Complex Project Organizing

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Managing stakeholders is an essential part of complex project organizing. Stakeholder management is a key activity for creating value to project stakeholders and ensuring successful project delivery.However, previous research suggests that stakeholder management is challenging due to project complexity. While stakeholder management and project complexity are vastly researched themes in the field of project management, the intersection of stakeholder management and project complexity has received less attention, especially regarding how project complexity influences stakeholder management. The purpose of this chapter is to apply a complexity of projects perspective and use its three dimensions, structural, socio-political, and emergent complexity, as a framework to discuss how project complexity influences stakeholder management. The chapter provides insights into the main challenges but also shares opportunities in taking a complexity perspective on managing project stakeholders. We conclude with future research ideas, including suggestions for potential research questions and theoretical perspectives to be mobilized forward.

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Section: Research Limitationsmentioning

confidence: 99%

A complexity perspective on project stakeholder management

Lehtinen¹,

Kier²,

Aaltonen³

et al. 2023

Research Handbook on Complex Project Organizing

View full text Add to dashboard Cite

show abstract

“…* Explore and take advantage of renewable energy generation possibilities in each project; check the possibility of a net positive in each building[52]. * Ensure effective energy management during the construction and operation of facilities, educating users.Goal 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all * Provide the necessary buildings and infrastructure for economic activity in the most appropriate manner[53,54]. * Plan and design buildings and settlements for effective integration to derive benefits from agglomeration and complementarity effects.…”

mentioning

confidence: 99%

Get Construction Project Performance Parameters Right to Attain Sustainable Development Goals

Ofori

2023

Sustainability

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The Sustainable Development Goals (SDGs) were agreed upon by the world’s leaders as the framework for a global agenda for development. The construction industry is key to the delivery of the SDGs because construction provides the physical basis for the economic activities necessary for attaining short-term economic growth and long-term development. Moreover, the construction process generates income and contributes to other sectors of the economy, and the completed items contribute to enhancing quality of life. Each constructed item should be completed to the highest level of achievement if the industry is to deliver what is required of it under the global agenda. Thus, it is necessary to have a way of assessing the extent to which this is achieved in projects. This study seeks answers to the following questions: What are the SDGs? What are their merits, challenges and drawbacks? What is the progress in the efforts to attain them? What role can construction play in the effort to attain the SDGs? How should the performance parameters of construction projects be defined to enable the industry to best play this role? The study is based on a review of the relevant literature. It is found that all the 17 SDGs are relevant to the construction industry as they concern what the industry must do, how it must do it, what it should use, and the impact of what it does on quality of life. It is suggested that appropriate performance parameters of projects are needed in order to develop policy initiatives, practices, mindsets and attitudes to enable the construction industry to undertake the tasks required of it in attaining the SDGs. As a guide, a framework comprising 15 parameters is proposed.

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Understanding variations of governmentality and governance structures at the project level in project-based organizations

Malik,

Wang,

Zhu

2024

IJMPB

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PurposeVariations of human-versus-structure and within-humans at the organizational and the project level are critical in shaping the internal arrangement for effectiveness of project-based organization’s (PBOs) governance. Recent discourse presents governmentality at the organizational level and leadership at the project level as human agency of governance, whereas governance structures to be their counterpart. However, project-level mechanisms of governmentality that can help to understand possible variations among these governance dimensions remained veiled. This study uses institutional theory to explore these internal arrangements accommodated by variations of PBOs governance dimensions at the project level.Design/methodology/approachThe study followed Eisenhardt protocols of multiple case study design using an abductive research approach. Considering the heterogeneity of governance as a phenomenon in literature, boundary conditions were established before theorizing the model of the study to avoid ambiguities and define the research scope. Five PBOs were chosen using theoretical sampling, yielding 70 interviews. Data were analyzed by constant comparison with theory, using replication logic and cross-case analysis.FindingsFindings revealed that project managers perform a buffer function for governmentality at the project level. Identified mechanisms of governmentality at the project level included two downward mechanisms, i.e. communication and informal interactions of governors, and two upward mechanisms of adaptation and reciprocity by project managers and project team members. Cross-analysis for variations among PBOs’ governance at the project level revealed seven arrangements showcasing synergies or contrasts.Originality/valueThe study adds to organizational project management literature by advancing the significance of congruence between humans and structures in project governance. Furthermore, the synchronization of the project manager’s leadership style with the governmentality approach and governance structure of PBOs is of crucial importance at the project level. Findings suggest the same by showcasing synergetic versus contrasting internal arrangements accommodated in varying PBOs governance dimensions. Implications highlight that synergies among PBOs governance dimensions and project manager’s styles can minimize conflicts and inconsistencies in governance implementation, whereas contrasts might trigger them.

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Introduction to the Research Handbook on Complex Project Organizing

Cited by 3 publications

References 46 publications

A complexity perspective on project stakeholder management

A complexity perspective on project stakeholder management

Get Construction Project Performance Parameters Right to Attain Sustainable Development Goals

Understanding variations of governmentality and governance structures at the project level in project-based organizations

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