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Samimi E. Walking at the edge: How tempo-spatial nexus forms HRM practices in project-based organizations. Front Psychol 2023; 14:974117. [PMID: 36844316 PMCID: PMC9947787 DOI: 10.3389/fpsyg.2023.974117] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 06/20/2022] [Accepted: 01/16/2023] [Indexed: 02/11/2023] Open
Abstract
Introduction Research has scrutinized the role of different HRM practices in Project-based Organizations (PBOs) mostly in terms of project success and articulated the challenges of traditional HRM to reconcile with the project context. Nevertheless, HRM practices have been addressed less in PBOs with a practice-based research lens. Particularly, the role of tempo-spatial nexus in shaping such practices in this organizational form has been under-researched, although PBOs provide a very suitable context for doing so. Methods Drawing upon a comparative case study in the oil and gas industry of Scotland and adopting a practice-based approach, this research aims to shed light on how HRM practices are shaped and re-shaped in the project-based context. The study, specifically, scrutinizes the role of temporality and space in the formation, adoption and adaptation of HRM practices in these organizational forms. Results and discussion The findings reveal that project characteristics, specifically their duration, size and technical properties, induce different temporalities that along with different work locations and inter-organizational relationships, impact HRM practices as a threefold structure.
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2
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Early career project managers’ work readiness: Adopting a self-efficacy lens. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2023. [DOI: 10.1016/j.ijproman.2023.102454] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 03/06/2023]
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3
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McKevitt D, Carbery R, Collins S. Job crafting in project management: Implications for project success and career satisfaction. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2022. [DOI: 10.1016/j.ijproman.2022.08.004] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
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4
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Donald WE. Application of Career Ecosystems Theory and the New Psychological Contract to the Field of Project Management: Toward a Conceptual Model. PROJECT MANAGEMENT JOURNAL 2022. [DOI: 10.1177/87569728221118873] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
The purpose of this article is to explore how different actors can operate within a project management ecosystem to sustain a pool of project management personnel with the knowledge, skills, and abilities of the standards required to support successful project delivery into the future. A new conceptual model is presented offering a set of six propositions whereby professional associations mediate the relationship between project management personnel and employers. The article advances understanding of career ecosystems theory and the new psychological contract via application to a new domain of project management. Practical implications and future research opportunities are also discussed.
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Affiliation(s)
- William E. Donald
- Southampton Business School, University of Southampton, Hampshire, UK
- Ronin Institute, Montclair, NJ, USA
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5
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Burke CM, Morley MJ. Toward a non‐organizational theory of human resource management? A complex adaptive systems perspective on the human resource management ecosystem in (con)temporary organizing. HUMAN RESOURCE MANAGEMENT 2022. [DOI: 10.1002/hrm.22132] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/05/2022]
Affiliation(s)
- Catriona M. Burke
- Department of Management and Marketing Kemmy Business School, University of Limerick Limerick Ireland
| | - Michael J. Morley
- Department of Management and Marketing Kemmy Business School, University of Limerick Limerick Ireland
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6
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Jemine G, Stuer D, Sulbout J. Building bridges across borders: An integrative literature review of project work and careers. EUROPEAN MANAGEMENT REVIEW 2022. [DOI: 10.1111/emre.12520] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/30/2022]
Affiliation(s)
- Grégory Jemine
- HEC – Management School Université de Liège Liège Belgium
| | - David Stuer
- Antwerp Management School University of Antwerp Antwerp Belgium
| | - Jérôme Sulbout
- HEC – Management School Université de Liège Liège Belgium
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7
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Hansen LK, Svejvig P. Seven Decades of Project Portfolio Management Research (1950–2019) and Perspectives for the Future. PROJECT MANAGEMENT JOURNAL 2022. [DOI: 10.1177/87569728221089537] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Although project portfolio management (PPM) has been on the research agenda for at least seven decades (1950–2019), the number of contributions on the topic continues to grow. Literature reviews help us to integrate and build on what we already know and to understand where we came from. However, reviews proving a shared historical narrative of the discipline are scarce but key. Thus, we trace the literature back to its origin, building and synthesizing our historical narrative into a model. We evaluate what has already happened and what will most likely shape the future.
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Nauman S, Musawir AU, Malik SZ, Munir H. Servant Leadership and Project Success: Unleashing the Missing Links of Work Engagement, Project Work Withdrawal, and Project Identification. PROJECT MANAGEMENT JOURNAL 2022. [DOI: 10.1177/87569728221087161] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
Employing self-determination and social identification theories, we examined how servant leadership, which focuses on employees’ needs, influences project success. Based on 453 responses from project team leader–project team member dyads working in a single organization, our findings suggest that servant leadership enhances project success predominantly by mitigating project work withdrawal, rather than accentuating work engagement. Additionally, when team members’ project identification is high, the servant leadership–work engagement relationship is weakened, whereas the servant leadership–project work withdrawal relationship is strengthened. We contribute to the nascent literature that positions servant leadership as an effective style in the project context.
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Affiliation(s)
- Shazia Nauman
- Riphah School of Business and Management, Riphah International University, Lahore, Pakistan
| | - Ata Ul Musawir
- Riphah School of Business and Management, Riphah International University, Lahore, Pakistan
| | - Sania Zahra Malik
- Institute of Business Administration, University of the Punjab, Lahore, Pakistan
| | - Hina Munir
- Hailey College of Commerce, University of the Punjab Lahore, Pakistan
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9
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Celebrating the power of projects and their management. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2022. [DOI: 10.1016/j.ijproman.2022.02.001] [Citation(s) in RCA: 2] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/29/2022]
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10
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Identification of Factors Affecting Risk Appetite of Organizations in Selection of Mega Construction Projects. BUILDINGS 2021. [DOI: 10.3390/buildings12010002] [Citation(s) in RCA: 4] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
Risk appetite is a crucial component that plays a key role in the decision-making process of project risk management. Despite rising scholarly interest in project risk management, risk appetite has received little attention thus far. A well-defined risk appetite ensures that all decisions taken throughout the course of a project are consistent with an organization’s ultimate strategic aim. This research aims to identify the factors affecting the risk appetite of megaproject selection in the construction sector. The study adds to the knowledge of risk appetite in mega construction project selection and qualitatively examines the factors affecting risk appetite. Exploratory research design is used to identify these factors. The factors are identified using semi-structured interviews of 30 practitioners from the top and middle management working on mega construction projects. Thematic analysis was performed using NVIVO academic software. The most highlighted factors are financial attributes, board of directors’ agility, political factors, project location and demographics. The proposed conceptual framework identifies the factors affecting the risk appetite of mega construction project selection. These factors may be utilized as a starting point by construction project organizations to evaluate the risk appetite of a mega construction project. Risk appetite-based project selection will decrease chances of failures, delays, and cost overruns in mega-projects. These factors can be used by researchers as a rationale for developing predictive or descriptive models of project selection based on risk appetite.
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11
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Nauman S, Bhatti SH, Imam H, Khan MS. How Servant Leadership Drives Project Team Performance Through Collaborative Culture and Knowledge Sharing. PROJECT MANAGEMENT JOURNAL 2021. [DOI: 10.1177/87569728211037777] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 12/16/2022]
Abstract
Drawing on social learning theory, this research compared and tested how two distinct mediating mechanisms—collaborative culture and knowledge sharing—influence the servant leadership–project team performance relationship. Survey data were collected from 275 employees representing 70 project teams, and multilevel structural equation modeling was adopted to test the hypotheses. The findings indicated that collaborative culture fully mediates, whereas knowledge sharing does not mediate, the servant leadership–project team performance relationship. These findings reveal collaborative culture as the intervening mechanism that translates servant leadership to project team performance. For project-based organizations, the research puts forth theoretical and practical implications.
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Affiliation(s)
- Shazia Nauman
- Riphah School of Business & Management, Riphah International University, Lahore, Pakistan
| | | | - Hassan Imam
- Riphah School of Business & Management, Riphah International University, Lahore, Pakistan
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Alkhudary R, Gardiner P. Stages in project managers’ careers: Learning and growth opportunities. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2021. [DOI: 10.1016/j.ijproman.2021.03.006] [Citation(s) in RCA: 5] [Impact Index Per Article: 1.7] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/30/2022]
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13
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Buengeler C, Situmeang FB, van Eerde W, Wijnberg NM. Fluidity in project management teams across projects. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2021. [DOI: 10.1016/j.ijproman.2020.12.001] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/25/2022]
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14
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Goetz N, Wald A, Freisinger E. A person-environment-fit-model for temporary organizations - Antecedents for temporary working settings. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2021. [DOI: 10.1016/j.ijproman.2020.08.006] [Citation(s) in RCA: 9] [Impact Index Per Article: 3.0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/23/2022]
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15
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Dasí À, Pedersen T, Barakat LL, Alves TR. Teams and Project Performance: An Ability, Motivation, and Opportunity Approach. PROJECT MANAGEMENT JOURNAL 2020. [DOI: 10.1177/8756972820953958] [Citation(s) in RCA: 10] [Impact Index Per Article: 2.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
This article analyzes the relationships between project performance and the team’s ability, motivation, and opportunity (AMO). We contribute to the project management literature by exploring which combinations of AMO factors are best for project performance at different levels of complexity. We test our hypotheses on a sample of 285 projects. Our study shows that in simple projects, ability is the key factor both as a main effect and as a constraining factor that acts as a bottleneck for project performance. In the case of complex projects, the multiplicative model is superior given the significant interaction effects of motivation.
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Affiliation(s)
- Àngels Dasí
- Departament de Direcció d’Empreses, University of Valencia, Valencia, Spain
| | - Torben Pedersen
- Department of Management and Technology, Bocconi University, Milan, Italy
| | - Lívia Lopes Barakat
- Fundação Dom Cabral, Strategy and International Business Research Center, Nova Lima, MG, Brazil
| | - Tiago Rangel Alves
- Action Business Consultoria e Treinamentos, Rua Dr. Guilherme Bannitz, São Paulo, Brazil
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Samimi E, Sydow J. Human resource management in project-based organizations: revisiting the permanency assumption. INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 2020. [DOI: 10.1080/09585192.2020.1783346] [Citation(s) in RCA: 8] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/23/2022]
Affiliation(s)
- Ehsan Samimi
- Department of Management, School of Business & Economics, Freie Universität Berlin, Berlin, Germany
| | - Jörg Sydow
- Department of Management, School of Business & Economics, Freie Universität Berlin, Berlin, Germany
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Akkermans J, Chipulu M, Ojiako U, Williams T. Bridging the Fields of Careers and Project Management. PROJECT MANAGEMENT JOURNAL 2020. [DOI: 10.1177/8756972820910605] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
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18
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Borg J, Scott-Young CM. Priming the Project Talent Pipeline: Examining Work Readiness in Undergraduate Project Management Degree Programs. PROJECT MANAGEMENT JOURNAL 2020. [DOI: 10.1177/8756972820904220] [Citation(s) in RCA: 10] [Impact Index Per Article: 2.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
Abstract
Undergraduate education is emerging as a direct pathway into the previously deemed ‘accidental profession’ of project management. We introduce the concept of graduate work readiness and explore whether undergraduate project management degrees are imparting industry-required work-readiness attributes. Documentary analysis of 12 Australian bachelor’s degree programs identified that many (but not all) of the work-ready attributes taught are consistent with those sought by industry. The results revealed that graduates’ work-readiness profiles vary according to university employer reputation. The findings suggest the need for a more industry-consultative approach to the way universities prepare their graduates for the project-based workplace.
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Agile vs traditional project management approaches. INTERNATIONAL JOURNAL OF ORGANIZATIONAL ANALYSIS 2020. [DOI: 10.1108/ijoa-08-2019-1857] [Citation(s) in RCA: 5] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
Agile project management methods gain increasing attention of practitioners while they often remain neglected by scholarly research. Specifically, there is little known about how performance factors of agile firms differ from those of traditional firms. Scholars argue that these factors often relate to a firm’s human resource management (HRM). This study aims to analyze and compare the HRM architectures in agile and traditional project-based organizations that lead to high firm performance.
Design/methodology/approach
The authors apply fuzzy-set qualitative comparative analysis on data of 154 project-based organizations of diverse professional service industries in Russia.
Findings
This study’s findings suggest that HRM architectures of high-performance agile firms imply a broad use of ability-, motivation- and opportunity-enhancing practices and a high degree of HRM process centralization, while traditional firms adopt more diverse HRM architectures.
Originality/value
Based on this study’s results, the authors stress the importance of ensuring a good fit between a company’s project management approach and HRM architecture. The revealed configurations may also provide guidance for practitioners on designing effective HRM architectures in project-based organizations.
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Akkermans J, Keegan A, Huemann M, Ringhofer C. Crafting Project Managers’ Careers: Integrating the Fields of Careers and Project Management. PROJECT MANAGEMENT JOURNAL 2019. [DOI: 10.1177/8756972819877782] [Citation(s) in RCA: 23] [Impact Index Per Article: 4.6] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 12/17/2022]
Abstract
Project managers experience unique careers that are not yet sufficiently understood, and more people than ever before are pursuing such careers. The research on project management and careers is therefore urgently needed in order to better understand the processes and systems shaping the careers of project managers. We address this gap by reviewing several key career theories and constructs and examining how these are mobilized to understand project managers’ careers in existing research. Our main conclusion is that boundaryless career theory has been the dominant career perspective in project management research, whereas other career theories—specifically protean career theory, social cognitive career theory, career construction theory, and sustainable career theory—are far less often mobilized as a basis for studies. We also find that some of the most popular constructs in careers research, such as career success and employability, have been used in recent project management research. However, their use in these studies is often implicit and does not necessarily leverage existing work from the careers field. We argue that there is strong potential for further and more systematic integration between project management and careers research in order to enrich both fields, and we offer a research agenda as a starting point.
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Affiliation(s)
- Jos Akkermans
- Vrije Universiteit Amsterdam, Amsterdam, Netherlands
| | | | - Martina Huemann
- WU Vienna University of Economics and Business, Vienna, Austria
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21
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Abbaspour S, Dabirian S. Evaluation of labor hiring policies in construction projects performance using system dynamics. INTERNATIONAL JOURNAL OF PRODUCTIVITY AND PERFORMANCE MANAGEMENT 2019. [DOI: 10.1108/ijppm-03-2019-0134] [Citation(s) in RCA: 4] [Impact Index Per Article: 0.8] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this paper is to assess different labor hiring policies for construction projects using system dynamics (SD) which have a considerable impact on project performance. Time intervals and work crew composition are two such policies. Through the implementation of a variety of policies, a managerial opportunity presents itself for the effective allocation of human resources and improvement in project performance.
Design/methodology/approach
The study developed a dynamic model to assess different labor hiring policies using SD based on literature. To further distinguish between findings, the effects of the applied policies on performance were considered using earned value management. Based on a real case for validating the model, the paper discusses the potential benefits of the model, including: having a systematic and holistic view, considering dynamic the labor need and allocation, identifying alternative strategies for performance improvement and simulating the reality of the projects in a virtual model.
Findings
The achieved simulation results show how different hiring policies affect project performance. This research model can aid decision makers to assess labor hiring policies in various time intervals with different compositions and assist them in selecting the best policies for effective implementation of project.
Originality/value
The proposed model would be a major attempt using SD to model labor hiring policies more accurate in construction projects performance. In fact, an accurate estimate of labor needed, along with the proper planning and implementing of various labor hiring policies, presents a managerial opportunity whereby the effective allocation of workforces can be optimized leading to drastic improvement in project performance.
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Huemann M, Ringhofer C, Keegan A. Who Supports Project Careers? Leveraging the Compensatory Roles of Line Managers. PROJECT MANAGEMENT JOURNAL 2019. [DOI: 10.1177/8756972819857895] [Citation(s) in RCA: 7] [Impact Index Per Article: 1.4] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
This exploratory research examines who supports what aspects of career development on projects. Our main finding is that, although project professionals receive support from formal and informal sources, a compensatory mechanism is at play. When support does not come from direct line managers, project professionals are compelled to initiate informal practices, including mentoring, buddy systems, and communities of practice. Practical implications arise for organizations regarding how to ensure sufficient mechanisms are in place to compensate for lack of line management career support and to allow project professionals to access the development opportunities they need by supporting their self-initiated efforts.
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Affiliation(s)
| | | | - Anne Keegan
- College of Business, University College Dublin, Ireland
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23
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Chih YY, Zwikael O, Restubog SLD. Enhancing value co-creation in professional service projects: The roles of professionals, clients and their effective interactions. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2019. [DOI: 10.1016/j.ijproman.2019.04.001] [Citation(s) in RCA: 11] [Impact Index Per Article: 2.2] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/26/2022]
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24
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Meijerink J, Keegan A. Conceptualizing human resource management in the gig economy. JOURNAL OF MANAGERIAL PSYCHOLOGY 2019. [DOI: 10.1108/jmp-07-2018-0277] [Citation(s) in RCA: 82] [Impact Index Per Article: 16.4] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
Although it is transforming the meaning of employment for many people, little is known about the implications of the gig economy for human resource management (HRM) theory and practice. The purpose of this paper is to conceptually explore the notion of HRM in the gig economy, where intermediary platform firms design and implement HRM activities while simultaneously trying to avoid the establishment of employment relationships with gig workers.
Design/methodology/approach
To conceptualize HRM in the gig economy, the authors offer a novel ecosystem perspective to develop propositions on the role and implementation of HRM activities in the gig economy.
Findings
The authors show that HRM activities in the gig economy are designed to govern platform ecosystems by aligning the multilateral exchanges of three key gig economy actors: gig workers, requesters and intermediary platform firms, for ensuring value co-creation. The authors argue that the implementation of HRM activities in the gig economy is contingent on the involvement and activities of these gig economy actors. This means that they are not mere recipients of HRM but also actively engaged in, and needed for, the execution of HRM activities.
Originality/value
The study contributes to research by proposing a theoretical framework for studying the design of HRM activities, and their implementation, in the gig economy. From this framework, the authors derive directions for future research on HRM in the gig economy.
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25
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Shared leadership in project teams: An integrative multi-level conceptual model and research agenda. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2019. [DOI: 10.1016/j.ijproman.2019.02.002] [Citation(s) in RCA: 35] [Impact Index Per Article: 7.0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 01/06/2023]
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26
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Havermans L, Van der Heijden BIJM, Savelsbergh C, Storm P. Rolling Into the Profession: Exploring the Motivation and Experience of Becoming a Project Manager. PROJECT MANAGEMENT JOURNAL 2019. [DOI: 10.1177/8756972819832782] [Citation(s) in RCA: 13] [Impact Index Per Article: 2.6] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
The number of people who, at a certain point during their career, assume responsibilities as a project manager is increasing every year. Yet, we know little about the reasons why people want to become project managers, how they become project managers, and the ways in which they perceive their job once they have become project managers. In the current qualitative study, we conducted in-depth, semistructured interviews, using a multisource approach, from the perspectives of both project managers ( n = 31) and direct supervisors of project managers ( n = 21) from the Netherlands and the United Kingdom. Our results indicate that project managers tend to be drawn into the field by their enterprising interests, and mainly “roll into their profession” knowing little about possible career paths, and experience multiple positive and negative aspects of their jobs. Reflections on the outcomes are discussed, and practical implications for individuals considering a career in project management and their working organizations are given.
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Affiliation(s)
| | - Beatrice I. J. M. Van der Heijden
- Radboud University, Institute for Management Research, Nijmegen, the Netherlands
- Open University of the Netherlands
- Ghent University, Belgium
- Kingston University, London, UK
- Hubei University, Wuhan, China
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Zaman U, Jabbar Z, Nawaz S, Abbas M. Understanding the soft side of software projects: An empirical study on the interactive effects of social skills and political skills on complexity – performance relationship. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2019. [DOI: 10.1016/j.ijproman.2019.01.015] [Citation(s) in RCA: 35] [Impact Index Per Article: 7.0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/27/2022]
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