Project Management Evolution: From Traditional to Responsive Project Management

Jaafar, Kamal; Yusof, Shafiz Affendi Mohd

doi:10.4324/9780429266508-1

Cited by 3 publications

(5 citation statements)

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“…With a quantitative study conducted in UAE, Jaafar (2020) measured the impact of culture diversification on the project process. Considering UAE, the UK, Australia, India, Iran, Pakistan, the USA, Philippines, Bangladesh and China, the impact of PDI, UAI (and LTO) on the monitoring and controlling phase of each project management knowledge area has been tested.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Although they are often concentrated on a specific outcome and/or a specific geographic and industrial context, the reviewed studies demonstrated important correlations between cultural dimensions and project management outcomes. Recent research on this topic suggested focusing attention on the relationship between culture and project management processes, methods and practices adopted rather than on project success (Jaafar, 2020).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…In this study, the authors consider the Hofstede’s (1980) model which consists of four cultural dimensions: namely, individualism (IDV), masculinity (MAS), power distance (PDI) and uncertainty avoidance (UAI). This model has been widely recognized in operations management (Pagell et al , 2005; Boscari et al , 2018; Gupta and Gupta, 2019) and has been increasingly acknowledged by research on project management (Rees-Caldwell and Pinnington, 2013; Chipulu et al , 2014; Jaafar, 2020; Galiulina and Touate, 2022). The cultural dimensions represent independent preferences for one situation over another that distinguish countries from each other.…”

Section: Introductionmentioning

confidence: 99%

“…There is a need to address the cultural effect on the project management performances by focusing on methods, processes and practices that should be applied and a need to understand how can project management teams control the cultural effect and take advantage of it to enhance project success (Jaafar, 2020). An international empirical study on project management practices in different countries is recommended (Zwikael et al , 2022).…”

Section: Introductionmentioning

confidence: 99%

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The impact of cultural dimensions on project management performance

Battistella

Bortolotti

Boscari

et al. 2023

IJOA

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Purpose Diverse cultures may make people behave differently and this, in turn, can impact project management. While the relationship between culture and project success has been widely explored, there is a need of addressing the gap in the relationship between culture and project management performance outcomes, that is, the performance in implementing project management processes and practices. The purpose of this paper is to investigate this gap by studying the role of cultural dimensions on project management performance. Design/methodology/approach An explorative survey including 200 observations relating to the experiences of project managers with a big experience on projects involving many different national cultures has been conducted to collect primary data on the relationship between the nationality observed and the project management performance outcomes shown. Nationality has been used as a proxy to link individual cultural dimensions and project management performance. Findings The results of this paper show that individualism impacts project dynamics and project control positively. Moreover, masculinity impacts project dynamics positively, and uncertainty avoidance impacts project control negatively. When recognized, different cultural dimensions can drive project management performance outcomes. The increasing awareness on this topic can be a valid instrument to control the cultural effect and take advantage of it to enhance project success. Originality/value This study contributes to the theory of project management by recognizing linkages between cultural dimensions and project management performance. Moreover, this study overcomes the concept of nationality, focusing on individuals and their unique set of cultural dimensions.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

The impact of cultural dimensions on project management performance

Battistella

Bortolotti

Boscari

et al. 2023

IJOA

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“…As such at the minimum, is concerned with ensuring that governance arrangements and decision-making processes are transparent, that they are clearly defined and appropriately communicated and that they represent and address the interests of civil society and other key stakeholders. Also, any site management is expected to draw upon expert knowledge using adaptive and responsive management practices (Jaafar & Yusof, 2019). The sound planning component concerns enabling a good understanding of the social, economic and environmental context, knowing the key environmental values and attributes of a managed green space/protected area and designing a long-term sustainable management plan.…”

Section: Green Spaces Protected and Conserved Areas: An Overview Of I...mentioning

confidence: 99%

Sustainable Project Management of Green Spaces, Protected and Conserved Areas: Opportunities and Challenges

Radomska,

Clarke,

Hewlett

2023

Managing Protected Areas

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Worldwide, the dynamics in which protected areas and in urban contexts, public parks and other forms of greenspaces have survived, is challenging. For example, impacts of climate change, seemingly endless political instabilities, decreased funding opportunities, increased numbers of tourists, notably so since the pandemic, a need to manage often conflicting purposes of conservation and use, all draw upon, managing agencies’ increasingly limited funds, staff capacities, their skills, knowledge, expertise and resources often simultaneously. Such events can have deep-seated impacts of change on environments and in turn on their management. Their effects can be of a temporary nature, invariably will warrant adaptive management actions to maintain an area’s purposes and many activities will engage with project and/or programme management principles of working. This chapter provides a review of project management in environmental contexts and identifies key challenges. We draw upon literature in the field of protected area, landscape and greenspace management. In this context, we discuss key principles of project management, with supporting theories and concepts from a generic perspective of the discipline of project management. Despite many managing agencies presenting themselves as able project-oriented organisations, key challenges that appear to be common amongst all projects are highlighted in protected area contexts and examples are provided within the text and through case studies provided.

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