Mitigating the negative performance effect of project complexity through an informal mechanism: The conditional mediating role of knowledge hiding

Impact of project managers emotional intelligence on megaprojects success through mediating role of human related agile challenges: Project management as a moderator

Globalization and competition drive rapid adoption of new technologies, leading to a rise in complex projects. Project managers need to know how to lead teams through the planning and execution phases of a project while keeping in line with the organization's objectives. In order to successfully manage complex projects, emotional intelligence is an essential leadership quality. Therefore, the present research aimed to investigate the impact of project manager's emotional intelligence (PMEI) on megaprojects China-Pakistan Economic Corridor (CPEC) success through mediating roles of human-related agile challenges Inventory (HRACI) and project success factors (PSF), and project management as a moderator. The study employed convenience and purposive sampling methods to collect data from 533 project managers working on CPEC projects. The Smart PLS 4 software was utilized to evaluate the hypotheses. The results of this study indicated that the direct effect of a PMEI is not significant on CPEC. However, through mediating variables, HRACI exhibited a negative and significant association, while PSF positively and significantly mediate the relationship among PMEI and CPEC. Furthermore, project management as a moderator has a significant and positive effect on PMEI and PSF, however, insignificant between PMEI and CPEC, and negatively significant among PMEI and HRACI. The findings of this study are of great significance for project managers and project leaders. They will need to acquire the skills to prevent issues from arising, particularly when conflicts emerge, in order to ensure the success of megaproject. Therefore, current study recommend that PMEI appears to have a vital role in social interactions, promoting emotions of trust, efficient communication, and cooperation with other project teams in high-stress work environments like CPEC. Lastly, theoretical and practical contributions are discussed, as well as research constraints and future research directions.

Selecting an Appropriate Configuration in a Construction Project Using a Hybrid Multiple Attribute Decision Making and Failure Analysis Methods

To successfully complete a project, selecting the most appropriate construction method and configuration is critical. There are, however, plenty of challenges associated with these complex decision-making processes. Clients require projects with the desired cost, time, and quality, so contractors should trade-off project goals through project configuration. To address this problem, in this study, an integrated FTA-DFMEA approach is proposed that implements the integrated AHP-TOPSIS method to improve construction project configuration. The proposed approach applies quality management techniques and MADM methods concurrently for the first time to improve construction project configuration considering project risks, costs and quality. At first, the Client’s requirements and market feedback are considered to identify potential failures in fulfilling project goals, and an integrated AHP-TOPSIS is used to select the most critical potential failure. Then fault tree analysis is used to indicate minimal paths. An inverse search in the operational model is performed to determine relevant tasks and identify defective project tasks based on WBS. Afterward, failure modes and effect analysis are applied to identify failure modes, and an integrated AHP-TOPSIS is used to rank failure modes and select the most critical one. Then Corrective actions are carried out for failure modes based on their priority, and project configuration is improved. This study considers construction resource suppliers with different policies, delivery lead times, warranty costs, and purchasing costs. Moreover, redundancy allocation and different configuration systems such as series and parallel are taken into account based on the arrangement and precedence of tasks. Finally, a case study of a building construction project is presented to test the viability of the proposed approach. The results indicate that the proposed approach is applicable as a time-efficient and powerful tool in the improvement of construction project configuration, which provides the optimal output by considering various criteria with respect to the client’s requirements and contractor’s obligations. Moreover, the algorithm provides various options for the contractor to improve the implementation of construction projects and better respond to challenges when fulfilling project goals.

Why and When Do Employees Hide Their Knowledge?

This study establishes a theoretical and integrative framework for analyzing the relationship between knowledge hiding and task performance. The existing literature indicates that knowledge hiding is prominent in service sector firms and impedes knowledge transfer. However, the potential determinants and consequences have not been extensively investigated. The objectives of this study are threefold: First, examining the effect of distrust and the complexity of knowledge on knowledge hiding. Second, examining the effect of knowledge hiding on task performance. Third, examining the conditional effect of task relatedness in the relationship between distrust, knowledge complexity, and knowledge hiding. We conducted an online survey by using a Google form to collect our data. We gathered data from 325 salespersons in the business departments of a single firm in Indonesia. To test our hypotheses, we employed Partial Least Square (PLS). The results revealed that distrust and knowledge complexity are critical factors in predicting knowledge hiding. Interestingly, knowledge hiding positively affects task performance. The rationale behind this result is that employees tend to believe that hiding knowledge is a strategy to boost their performance in the short run. The contribution of this study is the suggestion that organizations should implement a knowledge-sharing culture to minimize knowledge hiding.