Project complexity and team-level absorptive capacity as drivers of project management performance

Bjorvatn, Torbjørn; Wald, Andreas

doi:10.1016/j.ijproman.2018.05.003

Cited by 159 publications

(122 citation statements)

References 67 publications

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“…The potential capacity refers to recognizing and obtaining novel peripheral knowledge. The potential AC depends on the further two teams' capacities, namely, acquisition and assimilation capacities (Bjorvatn & Wald, 2018;Leal-Rodríguez et al, 2014). Acquisition capacity means close individual contacts, reciprocal trust, and regard among colleagues.…”

Section: Ac As a Mediatormentioning

confidence: 99%

“…The realized capacity refers to originating new visions and significance from the blend of existing and recently obtained knowledge into operations (Fong et al, 2018;Leal-Rodríguez et al, 2014). Realized AC depends on further two capacities, namely, transformational and exploitation (Bjorvatn & Wald, 2018). Transformational capacity refers to the capacity to adjust previous and innovative knowledge.…”

Section: Ac As a Mediatormentioning

confidence: 99%

“…Transformational capacity refers to the capacity to adjust previous and innovative knowledge. Exploitation capacity refers to the teams' ability to achieve the task by knowledge utilization without or minimum delay and wastefulness (Bjorvatn & Wald, 2018).…”

Section: Ac As a Mediatormentioning

confidence: 99%

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Knowledge Hiding Behaviors and Team Creativity: The Contingent Role of Perceived Mastery Motivational Climate

et al. 2019

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The present study explains how different factors of knowledge hiding (e.g., evasive, playing dumb, and rationalized) influence on team creativity. Drawn on social exchange theory, the present study theorizes that factors of knowledge hiding have a negative relationship with team creativity, and absorptive capacity mediates this relationship. In addition, the perceived mastery motivational climate (PMMC) as a moderator attenuates the negative relationship between factors of knowledge hiding and team creativity. Study 1, an investigation (through the experience sampling method) from 41 participants of social media, confirms the existence of knowledge hiding practices in Pakistan. Study 2 applied a partial least squares, structural equation modeling approach on randomly selected time lag data of 282 respondents from state-owned universities of Pakistan. Results show that evasive hiding and playing dumb have a significant negative relationship with team creativity; however, rationalized hiding does not affect significantly on team creativity. The absorptive capacity also does not mediate the relationship between factors of knowledge hiding and team creativity. The PMMC attenuates the negative influence of evasive hiding and playing dumb on team creativity; however, the PMMC does not moderate the influence of rationalized hiding on team creativity. The implications and future research directions are discussed in the last section of this study.

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Section: Ac As a Mediatormentioning

confidence: 99%

Section: Ac As a Mediatormentioning

confidence: 99%

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Knowledge Hiding Behaviors and Team Creativity: The Contingent Role of Perceived Mastery Motivational Climate

et al. 2019

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“…In order to achieve project efficiency, specific approaches must be adopted in complex projects, aimed at strengthening the ability to assimilate and apply new and relevant knowledge, learning from past experience so as to understand which behaviours can positively drive project's performance (Papke-Shields and Boyer-Wright, 2017; Heravi and Gholami, A, 2018;Eriksson et al, 2017). For instance, it has been recently demonstrated that good HRM practices can strengthen the positive relationship between absorptive capacity and project's performance (Popaitoon and Siengthai, 2014) and that, more specifically, the presence of absorptive capacity at the teamlevel can partially offset the effect of complex projects' peculiarities on their cost and time performance (Bjorvatn and Wald, 2018).…”

Section: Waste In Complex Projectsmentioning

confidence: 99%

Mapping wastes in complex projects for Lean Product Development

Belvedere

Cuttaia

Rossi

et al. 2019

International Journal of Project Management

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Lean Product Development (LPD) is suggested as an approach that can reduce waste in projects aimed at developing technically complex items, which typically present substantial uncertainty about their output, as well as higher costs and longer development times. However, how can LPD be implemented in complex projects, where some redundancies in the development process are considered necessary in order to guarantee the quality of the final outcome? This paper answers this question, through a survey conducted at INAF, the Italian Institute of Astrophysics, that runs complex projects. The evidence shows that complex projects can actually be affected by the types of waste reported in LPD literature. Still, researchers may fail to determine the real priorities of intervention as they have trouble distinguishing between value-adding and value-destroying activities. Furthermore, they do not perceive the relevance of addressing the wastes generated by their own work; on the contrary, they place considerable attention on inefficiencies that are beyond the scope of their direct responsibilities. Recommendations to overcome this problem are proposed.

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“…Many external stakeholders participate in mega projects, including but not limited to investors, contractors, governments and suppliers, which will cause social conflicts as a cause of complexity to be occurred. https://doi.org/10.15405/epms.2019.12.6 Corresponding Author: Mohammad Mohseni Selection and peer-review under & Hertogh, 2018;Callegari, Szklo, & Schaeffer, 2018;Dao et al, 2016;Eriksson et al, 2017;Forozandeh, Ebrahim, & Makui, 2018;Hartono, 2018;He, Luo, Hu, & Chan, 2015;Hu et al, 2015;Abdou et al, 2016;Kuhn, Schaefer, & Otten, 2018;Lessard, Sakhrani, & Miller, 2014;Makui, Zadeh, Bagherpour, & Jabbarzadeh, 2018;Maylor & Turner, 2017;Mikkelsen, 2018;Mirza & Ehsan, 2017;Mok, Shen, & Yang, 2015;Mozaffari, Fazli, & Sedaghat-Seresht, 2012;Nguyen et al, Ambiguity in the domain the dynamics of work activities 5 (Bakhshi et al, 2016;Bjorvatn & Wald 2018;Bosch-Rekveldt et al, 2018;Callegari et al, 2018;Dao et al 2016;Eriksson et al 2017;Forozandeh et al, 2018;Habibi, Barzinpour, & Sadjadi, 2018;Hartono 2018;He et al, 2015;Invernizzi, Locatelli, Gronqvis, & Brookes, 2019;Abdou et al, 2016;Kuhn et al, 2018;Lehtinen, Peltokorpi, & Artto, 2019;…”

Section: Step 3 • Review Journals and Top Authorsmentioning

confidence: 99%

Complexity Factors In Mega Projects: A Literature Review

Mohseni¹

2019

The European Proceedings of Multidisciplinary Sciences

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Evaluation of complexity is of considerable importance for project managers in mega projects. Project managers faced with complexities that have not worked so far and are new to their kind. While as for the complexity of project, there is still a lack of complete understanding of the complexity concept among practitioners in the industry as well as in project management body of knowledge. In this regard, the traditional project management principles and practices are not capable of controlling emerging complexities in mega projects. Undoubtedly one of the key factors for success in mega projects is knowledge of project managers about overall complexities and contributing factors on complexities. As the main approach of this paper is overview the factors of complexity in mega projects, a systematic literature review analysis on complexity features in mega projects achieved by examining over one hundred and fifty published research papers during the period of 2012-2019. As a result of this exploration, the research highlighted three (3) dimensions (Environmental, Technological, and Organizational) and over seventy-three factors of complexity in mega projects from the extent literature. The research findings help scholars and practitioners in the project management field developing the perception of complexities in managing mega projects effectively.

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Project complexity and team-level absorptive capacity as drivers of project management performance

Cited by 159 publications

References 67 publications

Knowledge Hiding Behaviors and Team Creativity: The Contingent Role of Perceived Mastery Motivational Climate

Knowledge Hiding Behaviors and Team Creativity: The Contingent Role of Perceived Mastery Motivational Climate

Mapping wastes in complex projects for Lean Product Development

Complexity Factors In Mega Projects: A Literature Review

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