Project manager-to-project allocations in practice: an empirical study of the decision-making practices of a multi-project based organization

Seboni, Lone; Tutesigensi, Apollo

doi:10.1080/01446193.2015.1077981

Cited by 7 publications

(10 citation statements)

References 33 publications

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“…Considering the fact that lots of sources used in the literature review have suggested a possible link between project managers' age and project success, these results are startling. Seboni and Tutesigensi (2015) stated that project manager's age was a criteria used in during the selection process. Dulaimi and Langford (1999) noted that performance was impacted by age.…”

Section: Discussionmentioning

confidence: 99%

“…To do so, we need to distinguish between 'age' and 'experience' (Kulik et al, 2014). However, businesses hesitate about expressing anything about age during the employment process or choosing project team members for projects (Seboni and Tutesigensi, 2015). For instance, age may have an influence in choosing project managers however, it may not be explicitly mentioned because of a potential breach of employment laws and the risk of litigation (Seboni and Tutesigensi, 2015).…”

Section: Project Manager's Agementioning

confidence: 99%

“…However, businesses hesitate about expressing anything about age during the employment process or choosing project team members for projects (Seboni and Tutesigensi, 2015). For instance, age may have an influence in choosing project managers however, it may not be explicitly mentioned because of a potential breach of employment laws and the risk of litigation (Seboni and Tutesigensi, 2015). Age influences individual's performance because younger project managers focus more on technical aptitude in comparison to older project managers (Dulaimi and Langford, 1999).…”

Section: Project Manager's Agementioning

confidence: 99%

See 2 more Smart Citations

The Influence of Project Manager’s Age on Project Success

Hoxha

McMahan

2019

EPPM-Journal

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The world population is aging rapidly. The United Nations listed aging as one of the main social transformations of the twenty-first century. Aging impacts project managers as well. The most prevalent form of discrimination in workplaces is age discrimination. This study evaluated how project managers’ age influences project success. The population was 108 active or former project managers working in Albania or Kosovo. By using quantitative analysis, it was demonstrated that project managers’ age did not significantly predict project success. Therefore, there is a need to increase awareness among employers, so older project managers are not discriminated based on age.

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Section: Discussionmentioning

confidence: 99%

Section: Project Manager's Agementioning

confidence: 99%

Section: Project Manager's Agementioning

confidence: 99%

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The Influence of Project Manager’s Age on Project Success

Hoxha

McMahan

2019

EPPM-Journal

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“…Thus, selecting and assigning them to the project as an HRM task is crucial for projects, while the role of HR managers in this process is unclear. To investigate how decisions on allocating project managers to projects are made and affect project performance, Seboni and Tutesigensi (2015) address the decision-making process of allocating project managers to projects in a project-based setting. The authors examine Seboni and Tutesigensi (2014) conceptual framework of allocating project managers to projects in Botswana.…”

Section: Project Managers and Project Performancementioning

confidence: 99%

Human resource management in project-based organizations: revisiting the permanency assumption

Samimi

Sydow

2020

The International Journal of Human Resource Management

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With the aim of portraying the future of the field, HRM scholars have repeatedly proposed new research domains and perspectives. Unusual forms of organization do not, however, play a major role in these proposals, even if they have gained some importance in practice. A case in point relates to temporary forms of organization in general and project-based organizations in particular. In this paper, after outlining the evolution of HRM as a discipline, we will systematically review top-tier HRM journals as well as other management journals over a period of two decades. Findings reveal that HRM research concentrates mostly on only one dimension of temporary organizing, i.e. temporary employment, and adheres otherwise to the assumption of the permanency or at least longevity of organizations. We argue that theorizing HRM beyond the permanency assumption is not only urgently needed in face of spreading forms of project-based organizing, but also offers unique potentials to study HRM problems, including those of international HRM.

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“…The developer who controls financial, social and knowledge resources has access to decision power to influence project process, decision and performance. The literature of AHP decision analysis covers a complex project ecology of land and buildings: construction project or risk management (Preece et al , 2016; Seboni and Tutesigensi, 2015; Raisbeck and Tang, 2013; Doloi, 2008; Cheng and Li, 2004); investment, financing and valuation rationales (Wu et al , 2017; Hsieh, 1997); asset facilities management (Chadawada, 2015, Hardie and Newell, 2011); planning policy evaluation (Mosadeghi et al , 2015; Cay and Uyan, 2013; Bahadur and Yuji, 2008); and complex asset, e.g. brownfield, public and heritage evaluation (Wu and Kou, 2016; Wu et al , 2017; Kutut et al , 2014).…”

Section: Ahp Evaluation For Developer Decisionmentioning

confidence: 99%

What influence domestic and overseas developers’ decisions?

Hou

2019

JPIF

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Purpose Foreign firms entering into the domestic real estate industry and foreign investment control are significant in global hot markets such as Australia. Despite their market impact and policy sensitivity, developer choice is rarely studied. The purpose of this paper is to study domestic and overseas property developers for their motive and preference in response to market growth and market barriers including regulatory constraint. Design/methodology/approach International trade theory suggests local and overseas firms can vary significantly for their risk profile when engaging in location-specific development opportunities. Using a comprehensive decision factor system for the residential development process, the authors conducted an experimental survey to collect the prime data to measure stated preference of domestic and overseas developers in the context of the Melbourne residential market. Findings Results suggest high consistency between the samples of domestic and overseas developers. Possible explanations include vertical integration by innovative contracting, strict regulatory constraint dictates domestic and overseas firms’ preference or sample selection bias. This micro-analysis of developer stated preference highlights their entrepreneurial ability to combine substitution and integration for innovative contractual strategy. This ability to join asset holding and project management enables firm flexibility to mitigate business risk in rapidly globalising capital and factor markets. Practical implications These insights of firm-level decision making contribute to the decision literature of real estate developers and are relevant to the broader literature of industrial economics and international trade. Government may evaluate policy strategies based on the explicit entrepreneur (e.g. developer) preference for their “comparative advantage”. Originality/value This paper highlights developer’s ability to jointly consider investment and project management for decision making. It found that other than political cost such as national interest and domestic interest group pressure, domestic and overseas developers in the Melbourne residential market actually think quite alike. It suggests that irrespective of property ownership conditions, market integration occurs in the Melbourne residential sector.

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Project manager-to-project allocations in practice: an empirical study of the decision-making practices of a multi-project based organization

Cited by 7 publications

References 33 publications

The Influence of Project Manager’s Age on Project Success

The Influence of Project Manager’s Age on Project Success

Human resource management in project-based organizations: revisiting the permanency assumption

What influence domestic and overseas developers’ decisions?

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