The centrality of communication norm alignment, role clarity, and trust in global project teams

Henderson, Linda S.; Stackman, Richard W.; Lindekilde, Rikke

doi:10.1016/j.ijproman.2016.09.012

Cited by 96 publications

(90 citation statements)

References 65 publications

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“…Other empirical studies point out that PM failure may be due to the failure or a deficiency of the "human" project success factors (Belout and Gauvreau, 2004;Cooke-davies, 2002), amongst others, project collaboration (Aapaoja et al, 2013;Dietrich et al, 2010;Klimkeit, 2013; Michaels and Krisher in Mishra et al, 2015) and trust (Buvik and Rolfsen, 2015;Chiocchio et al, 2011a;Henderson et al, 2016;Jarvenpaa and Leidner, 1998;Kadefors, 2004;Kalkman and de Waard, 2016;Manu et al, 2015;Munns, 1995;Porter and Lilly, 1996;Rezvani et al, 2016;Smyth et al, 2010).…”

Section: Introductionmentioning

confidence: 99%

“…SEM has however already been used in the construction industry to investigate the relationship between trust and partnering success (Wong and Cheung, 2005) and trust and project success (Weiping et al, 2016). Buvik and Rolfsen (2015) and Henderson et al (2016) suggest that project team trust and collaboration has a diverse and intertwining relationship with project success, which should be studied more thoroughly as both these singular case studies present inherent limitations to generalisability. Similarly, studies conducted by Walker and Lloyd-Walker (2015) and Ibrahim et al (2015) both indicate that the top-ranked indicators that contribute towards successful team integration and performance are all relationship orientated.…”

Section: Introductionmentioning

confidence: 99%

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Linking trust and collaboration in project teams to project management success

Bond-Barnard

Fletcher

Steyn

2018

IJMPB

131

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.*Related content and download information correct at time of download. Purpose -The purpose of this paper is to emphasise the importance of high levels of trust and collaboration for increasing the likelihood of project management (PM) success. However, the link between these three constructs remains unclear. Design/methodology/approach -In this study, the authors use structural equation modelling (SEM) based on the findings from an international survey of 151 project practitioners to demonstrate the significance of project team trust and collaboration for increasing the likelihood of PM success. Findings -The results indicate that PM success becomes more likely as the degree of collaboration improves which, in turn, is influenced by an increase in the level of trust between team members. The two factors of PM success are project performance and knowledge integration and innovation. The six factors of the degree of collaboration that were studied are physical proximity, commitment, conflict, coordination, relationships and incentives. The three factors of the level of trust investigated are expectations, knowledge exchange and imported trust. Practical implications -The results of the study are expected to provide insight for project practitioners to increase the likelihood of PM success by taking cognisance of the factors that influence collaboration and trust. The results of the study may also provide insight into teaching and learning in tertiary education, in terms of professionalism and integrity issues. Originality/value -This paper presents a new perspective for investigating PM success. SEM techniques are used to determine the likelihood of PM success by promoting trust and collaboration in the project team. This unique approach highlights the "human factors" that influence perceived PM success which should benefit both researchers and practitioners.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Linking trust and collaboration in project teams to project management success

Bond-Barnard

Fletcher

Steyn

2018

IJMPB

131

View full text Add to dashboard Cite

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“…stakeholders, researchers, and end-users. Thus, one faces a paradoxical situation: a commonly developed future view provides a fertile basis for collaboration but to develop such a scenario one needs trust, also a key factor for collaboration (Davenport et al, 1998, Henderson et al, 2016, Rezvani et al, 2016. However, the strength of collaborative SD processes, and the key to their success, is to use them to build trust via explicitness, transparency and clarity.…”

Section: The Collaborative Sd Processmentioning

confidence: 99%

Exploring scenario development – a case study of two collaborative research projects

Fossum

Aarseth

Andersen

2019

IJMPB

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Purpose -The paper explores scenario development (SD) as a method for engaging known challenges in collaborative research projects, i.e. SD is the construct under investigation.Design/methodology/approach -Criticism of the dominant, rational approach to project management (PM) and its underlying hypotheses highlights a considerable PM research gap for research projects (research problem). We undertake a six-step constructive research approach to investigate if SD (the construct) constitutes a fruitful method to support the management of collaborative research projects. A two-part literature review summarizes known challenges in collaborative research projects and introduces the history and application of SD methodology. The work includes participatory action research (PAR) in two case studies, constituting a qualitative research method.Findings -We found the SD method to be useful for structuring and analysing intuitive project processes. However, using SD in the management of single projects presents some fundamental challenges. SD, like PM, struggles with issues related to myopic decisions, a "predict and provide" attitude with clear aspects of path dependency in the project front-end as well as inconsistent and/or missing identification of success criteria among different stakeholders.Research limitations/implications -This paper does not provide any comprehensive, normative account of scenario techniques or compare SD with other foresight and future studies methods. Although PAR is in itself a research method that demands systematic description and execution, the focus of this paper is the overall constructive research approach.Practical implications -The paper offers a broadened repertoire of methods to describe and analyse project stakeholder situations (collaborative aspects) and to structure and balance the need for both rational and intuitive project processes (research aspects). The SD method also supports development of graphical storylines and facilitates the use of influence diagrams, event trees and cost/benefit analysis.Originality/value -Although PM literature contains several references to SD, the practical application of SD at single-project level has, to our knowledge, never been described in the PM literature.

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“…Using “waste identification,” they identified five types of communication failures and derived strategies to avoid such given “waste” in the future. In that context, Henderson, Stackman, and Lindekilde () underlined the importance of communication norms, role clarity, and trust within global project teams. Their model helps organizations maintain effective interactions between team members.…”

Section: Vna‐driven Developmentmentioning

confidence: 99%

Intelligent business transformation through market‐specific value network analysis: Structured interventions and process bootstrapping in geomarketing

Kaar

Stary

2018

Knowl Process Manag

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When organizations aim to expand their market share by positioning a product that is well established in a certain customer segment by positioning that product in another market segment, they may need to adjust their processes accordingly. Implementing such a strategic move for growth while accounting for existing product and process knowledge requires stakeholder‐centered and constructive interventions. In this paper, we demonstrate the use of value network analysis for this transformation process, reporting an example case of a telecommunications provider, which approached private households based on the customer experience in the business customer segment. Value network analysis not only enabled the removal of communication‐based resentments by opening acceptance to organizational change but also helped define core processes in order to reach business objectives.

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The centrality of communication norm alignment, role clarity, and trust in global project teams

Cited by 96 publications

References 65 publications

Linking trust and collaboration in project teams to project management success

Linking trust and collaboration in project teams to project management success

Exploring scenario development – a case study of two collaborative research projects

Intelligent business transformation through market‐specific value network analysis: Structured interventions and process bootstrapping in geomarketing

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