Leading Through Innovation Project Setbacks: How Authentic Leaders Keep Their Innovators Resilient

Todt, Gisa; Weiß, Matthias; Hoegl, Martin

doi:10.1177/8756972819853124

Cited by 22 publications

(24 citation statements)

References 52 publications

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“…However, the literature has not addressed the collective cognitive effort of multiple stakeholders for organizational resilience in megaprojects (Thomé et al, 2016). Most of the resilience literature in the project realm addresses the antecedents of resilience at the individual level (Todt et al, 2019) and its relationship with institutions (Naderpajouh et al, 2018). To the authors' best knowledge, little is known about whether and how collective mindfulness facilitates the organizational resilience of megaprojects with multiple stakeholders.…”

Section: Introductionmentioning

confidence: 99%

Collective Mindfulness: The Key to Organizational Resilience in Megaprojects

Wang

Müller

Zhu

et al. 2021

Project Management Journal

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The complexity, internal and external risks, and significant social impact of megaprojects make their organizational resilience particularly important. To survive potential adversities, megaproject organizational resilience depends on collective mindfulness. Drawing on an attention-based view, this study investigates the mechanisms of collective mindfulness for megaproject organizational resilience as a process that functions prior to, during, and after recovery from crises. The results from analyzing six embedded crisis events in two megaprojects indicate that collective mindfulness influences organizational resilience processes through the mechanisms of awareness allocation, emotional detachment, and attention alignment. The study's theoretical and practical implications are discussed.

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Section: Introductionmentioning

confidence: 99%

Collective Mindfulness: The Key to Organizational Resilience in Megaprojects

Wang

Müller

Zhu

et al. 2021

Project Management Journal

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“…In the same sense, Einabadi et al (2019) applied a fuzzy-DEA approach to analyze PM performance regarding resilience engineering and HSE factors. A lightly more specialized batch of research targets innovative (Oeij et al 2017;Todt et al 2019) and exploratory projects (Wied et al 2020), aiming to discriminate flexible and creative organizing approaches (Naderpajouh et al 2020a, b).…”

Section: Literature Reviewmentioning

confidence: 99%

A scenario-based robust time–cost tradeoff model to handle the effect of COVID-19 on supply chains project management

et al. 2021

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The COVID-19 pandemic outbreak deeply impressed supply chains in different aspects. In response to this unexpected situation, supply chain managers have decided to recover and reinforce their supply chains. Considering the expanse of these decisions, project management principle and tools seems inevitable to successfully manage the transformation from before pandemic to post-pandemic supply chains (SCs). In this study, the problem of time-cost tradeoff is extended to time, cost, and risk tradeoff. The risk factor is considered to convey the uncertainty arising from the COVID-19 pandemic situation. Since projects are affected by the level of pandemic expansion and different countries ruled out various quarantine policies (isolation, quarantine, social distancing, and lock-down), the tradeoff problem is influenced accordingly. Therefore, a scenariobased robust optimization model is proposed to deal with time, cost, and risk tradeoff problems to reflect the effects of the global pandemic of COVID-19 on managing projects in supply chains. In addition, various quarantine policies (isolation, quarantine, social distancing, and lock-down) as a prevalent response to the pandemic have been investigated separately. To illustrate the model, a real-world case study in the emerging economy of Iran is examined using the proposed approach. The results indicated that supply chain managers can use the designed model and approach as a tool for a flexible and adaptable decision-making framework dealing with a global pandemic such as COVID-19.

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“…Other resilience focused PM research includes an examination of supply chain resilience in inter-organisational projects ( Thomé et al., 2016 ; Naderpajouh et al., 2015 ); psychological resilience and wellbeing of leaders, communities, and small teams ( Zemba et al., 2019 ) as well as individual project employees ( Turner et al., 2019 ). A slightly more specialized sub-set of articles focuses on innovative ( Oeij et al., 2017 ; Todt et al., 2019 ) and explorative projects ( Wied et al., 2020 ), all dealing with the dilemma of flexible organising and creative manoeuvring.…”

Section: Projects and The Concept Of Resiliencementioning

confidence: 99%

Resilience and projects: An interdisciplinary crossroad

Naderpajouh

Matinheikki

Keeys³

et al. 2020

Project Leadership and Society

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Research communities across multiple disciplines have demonstrated an increasing concern about variations in the performance of social-ecological systems. In response to this concern, holistic research on resilience explores explanations for the performance of the systems under both predictable and unknown stressors and shocks. Embedded in broader systems, projects - which often involve a broad range of uncertainty and variability in performance outcomes - provide a fertile context in which to study resilience. On the other hand, projects involve temporary organising that is crucial in the extreme and changing contexts. In this essay, we frame a roadmap for the new theoretical domain of research at the intersection of resilience and projects. This framework intends to spark new research directions and can be used by scholars to investigate resilience at and across multiple levels-- individuals, groups/teams, projects, organisations, industries, and societies.

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Leading Through Innovation Project Setbacks: How Authentic Leaders Keep Their Innovators Resilient

Cited by 22 publications

References 52 publications

Collective Mindfulness: The Key to Organizational Resilience in Megaprojects

Collective Mindfulness: The Key to Organizational Resilience in Megaprojects

A scenario-based robust time–cost tradeoff model to handle the effect of COVID-19 on supply chains project management

Resilience and projects: An interdisciplinary crossroad

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