Our Previous Essays

Documenting the Interactive Effects of Project Manager and Team-Level Communication Behaviors in Integrated Project Delivery Teams Brian Manata 1, Vernon D. Miller 2, Sinem Mollaoglu 3, and Angelo J. Garcia 3 Abstract This study examines the in?uence of project managers’communication behaviors in integrated project delivery (IPD) projects. This study also considers the impact of team-level information sharing on team-level outcomes (i.e., goal alignment, decision qual- ity, process commitment...

Prioritizing Stakeholders in Collaborative Research and Innovation Projects Toward Sustainability José M. R. C. A. Santos 1 and Gabriela Fernandes 2 Abstract Stakeholder engagement in collaborative research and innovation projects poses signi?cant challenges, particularly in complex, multistake- holder settings addressing sustainability concerns. This study proposes a novel method for stakeholder prioritization in such projects, com- bining the analytic network process (ANP) tool with the sust...

Servant Leadership and Project Success: Unleashing the Missing Links of Work Engagement, Project Work Withdrawal, and Project Identi?cation Shazia Nauman 1 , Ata Ul Musawir 1, Sania Zahra Malik 2, and Hina Munir 3 Abstract Employing self-determination and social identi?cation theories, we examined how servant leadership, which focuses on employ- ees’needs, in?uences project success. Based on 453 responses from project team leader–project team member dyads working in a single organization, o...

Distributed Leadership in Projects: The Contributions of Stakeholders Dicle Kortantamer 1 Abstract This article examines how stakeholders contribute to leading a project. Using a longitudinal study of a project embedded in a public project portfolio, the article uncovers a leadership con?guration in which project portfolio and project actors come together in four patterns: top-down in?uence, transactional exchange, pooled leadership, and co-leadership. This con?guration reveals integrated leade...

1Departament de Direcció d’Empreses, University of Valencia, Valenc\ ia, Spain2Department of Management and Technology, Bocconi University, Milan, Italy 3Fundação Dom Cabral, Strategy and International Business Research \ Center, Nova Lima, MG, Brazil 4Action Business Consultoria e Treinamentos, Rua Dr. Guilherme Bannitz, São Paulo, Brazil Corresponding Author: Lívia Lopes Barakat, Fundação Dom Cabral, Strategy and Internat\ ional Business Research Center, Avenida Princesa Diana 76...

A Systems Approach to Project Stakeholder Management: Fuzzy Cognitive Map Modeling Richard C. Sperry 1and Antonie J. Jetter 1 Abstract Projects that make effective use of project stakeholder management (PSM) tend to run smoothly and be successful because stakeholders understand and agree with the project approaches and outcomes. Projects with ineffective stakeholder manage- ment, on the other hand, frequently experience delays and cost overruns or may even be terminated. To date, project teams ...

February/March 2017 ? Project Management Journal 19 Project Management Journal, Vol. 48, No. 1, 19–36 © 2017 by the Project Management Institute Published online at www.pmi.org/PMJ PAPERS Tension Awareness of Stakeholders in Large Technology Projects: A Duality Perspective Albert Boonstra , Faculty of Economics and Business, University of Groningen, The Netherlands Marjolein A. G. van Offenbeek , Faculty of Economics and Business, University of Groningen, The Netherlands Janit...

PAPERS September 2008 ? Project Management Journal ? DOI: 10.1002/pmj 97 INTRODUCTION ? I n 1952, Harry Markowitz introduced the concept of modern portfolio theory into the financial investment domain (De Reyck et al., 2005). This theory permitted the determination of an investment selection that generates the highest return for a given level of risk; in other words, the maximization of investment returns. This concept was later applied to the project management domain, which became the ...

A C ASE S TUDY OF P ROJECT AND S TAKEHOLDER M ANAGEMENT F AILURES : L ESSONS L EARNED Stakeholder theory is a useful framework for analyzing the behavioral aspects of the project management process, particularly the complicated process of project man- agement within the Department of Defense (DOD). Projects can be beset by the agenda of various stakeholders within the organizational structure. When this occurs, the implementation of a strong project stakeholder management strategy is necessa...

PAPERS Project Management Journal, Vol. 46, No. 4, 90–104 © 2015 by the Project Management Institute Published online in Wiley Online Library (wileyonlinelibrary.com). DOI: 10.1002/pmj.21511 90 August/September 2015 ? Project Management Journal ? DOI: 10.1002/pmj ABSTRACT ? This study employs a unique combination of the grounded theory methodology (GTM) and Behavioral Event Interviews to explore the competencies of IT project managers. The findings largely support other s...