Project Management Journal, Ahead of Print. From a project management perspective, coping with the negative consequences of disruptions is considered a great challenge. This article aims to present the concept of project resilience and to validate, through quantitative analysis, the indicators that were developed by Rahi et al. (2019) to assess its two key dimensions: awareness and adaptive capacity. As a result of this exploratory research, eight indicators composed of 29 items that measure IT project resilience were retained. Future research, as part of the scale development process, is need ..read more

Project Management Journal, Ahead of Print. This article articulates the prospect of improving megaproject execution and performance via digital project delivery. Various digitalization options, such as cloud computing, automation, artificial intelligence, information modeling, and data analytics and their recent usage in megaprojects, are critically reviewed. Prospective future developments and forthcoming challenges of digitalization in megaprojects have also been identified based on the current progress of these technologies. In terms of theory, we suggest information economics and organiza ..read more

Project Management Journal, Ahead of Print. We employed a longitudinal, grounded theory approach to investigate the management of an innovative product developed in the context of a life-or-death global emergency. This project involved about 40 multidisciplinary researchers, multisector companies, and open-source collaboration. Inductively, we identified the emergence and evolution of project coordination approaches, roles, and the project network along with the project's life cycle. The present study shows how configurations of these elements coevolve as the project moves forward with no pred ..read more

Project Management Journal, Volume 52, Issue 6, Page 607-621, December 2021. While the effect of power on organizations has been well researched, how power influences behavior in projects is less well understood. Taking a case-study approach and using the Theory of Planned Behavior (TPB), we traced the thoughts of project managers subject to power, particularly those who resisted. We discovered that power bore down on project managers through new injunctive norms, encouraging them either not to resist or eventually to compromise and yield to new norms that changed their experiential attitudes ..read more

Project Management Journal, Volume 52, Issue 6, Page 531-546, December 2021. Behavioral science has witnessed an explosion in the number of biases identified by behavioral scientists, to more than 200 at present. This article identifies the 10 most important behavioral biases for project management. First, we argue it is a mistake to equate behavioral bias with cognitive bias, as is common. Cognitive bias is half the story; political bias the other half. Second, we list the top 10 behavioral biases in project management: (1) strategic misrepresentation, (2) optimism bias, (3) uniqueness bias ..read more

Project Management Journal, Volume 52, Issue 6, Page 622-623, December 2021 ..read more

Project Management Journal, Ahead of Print. Greenwashing behaviors (GWBs) are positive environmental communications in combination with poor environmental performance. Using fraud triangle theory, this study investigated the effects of three types of factors (pressures, opportunities, and rationalizations) that shape contractor GWBs. Primary data from 586 respondents were analyzed using structural equation modeling (SEM) and fuzzy-set qualitative comparative analysis (fsQCA). The SEM results indicate positive effects for these factors with the exception of isomorphic pressures and reveal the m ..read more

Project Management Journal, Ahead of Print. Performance on megaprojects is dismal. Megaprojects are complex, but people use constructs inappropriate in complex situations for their management, particularly contractual arrangements based on principal–agent governance and conventional project management, which is good at solving puzzles, but not at enlightening mysteries. I review current thinking. Principal–steward contracting is a liberal governance structure required in complex situations. Conventional project management emphasizes control at the expense of innovation. In cases of high uncert ..read more

Project Management Journal, Ahead of Print ..read more

Project Management Journal, Ahead of Print. The complexity, internal and external risks, and significant social impact of megaprojects make their organizational resilience particularly important. To survive potential adversities, megaproject organizational resilience depends on collective mindfulness. Drawing on an attention-based view, this study investigates the mechanisms of collective mindfulness for megaproject organizational resilience as a process that functions prior to, during, and after recovery from crises. The results from analyzing six embedded crisis events in two megaprojects in ..read more