ABSTRACT
The purpose of this paper is to capture the direct and indirect effects of COVID-19 emerging risks on construction projects' success in developing countries from the contractors' perspective. To achieve this, we collected data from Iraqi construction industry and conducted the following multistage research methodology: (1) preliminary investigation with four construction contractors to identify the success indicators of construction projects;(2) focus group session with 11 experts to identify the COVID-19 emerging risks for the construction industry;(3) semistructured interviews with seven construction experts to develop several hypotheses on the effect of COVID-19 emerging risks on project success;(4) survey data collection from 99 construction contractors;and (5) development of a structural equation model (SEM) to analyze the effects of COVID-19 emerging risks on project success. The results of the SEM analysis show that financial market (FM)-related risks, supply chain operations (SCO)-related risks, health and safety of construction workforce (HSCW)-related risks, organizational implications (OI)-related risks, and contractual implications (CI)-related risks have a significant impact on construction projects success. CI-related risks have the strongest total effects on project success, followed by OI-related risks, FM-related risks, HSCW-related risks, and SCO-related risks, respectively. The results also emphasis the significant mediation role of CI between COVID-19 emerging risks and project success. This study contributes to the body of knowledge and contracting companies by helping researchers and construction contractors to better understand how the key risk factors emerging from extreme conditions like the COVID-19 pandemic affect construction projects' success and may serve as a guideline for developing effective response strategies. © 2023 American Society of Civil Engineers.
ABSTRACT
This research investigated the crucial correlation between stakeholder engagement and knowledge management, and their role in enhancing sustainability in project management, with a specific focus on the virtual environment. With the shift towards virtual solutions due to the COVID-19 pandemic, as well as the rise of remote work, it has become increasingly important to understand how these constructs interact in this new context. Through a web-based survey questionnaire and Structural Equation Modeling analysis, we found that both stakeholder engagement and knowledge management have a significant positive effect on sustainability practices in project management. Even more interestingly, these relationships remain consistent regardless of whether the project is conducted in a virtual or traditional environment. These findings have important implications for organizations across industries, as they can use these insights to improve sustainability practices in project management by focusing on the integration of stakeholder engagement and knowledge management in the virtual or presential environment. This study is the first of its kind to quantitatively investigate this connection, making it a valuable contribution to the field.
ABSTRACT
Due to Covid-19's negative impact, project completion remains a key topic of conversation in business field. This article examines how the Covid-19 pandemic affected project duration, progress, and completion in Botswana. The study's goals were met by surveying 105 participants using a questionnaire. The study details covid-19's disruptions and delays. Extraneous variables' impact on project success or failure were analysed. The goal was to clarify internal and external factors on active projects during the Covid-19 pandemic. Covid-19 negatively affected many projects. Pandemics cause ineffective communication and coordination, cessation of physical activities, and complicated work processes. The Covid-19 Pandemic disrupted supply chain of raw material for many projects. Late deliveries, fluctuating prices, and contractors' inability to finish on time pushed back project deadlines. Workers were less productive. Similar problems arose with project funding. These factors caused project interruptions, delays, and completion in Botswana during Covid-19. Copyright © 2022, The Authors. Published by IPMA Serbia.
ABSTRACT
The purpose of this study is to explore the role of potential and realized absorptive capacity on project success through both the mediating roles of strategic agility and the moderating role of project complexity. A simple random sampling was used to collect data from 285 respondents working in the IT sector of small-medium sized Portuguese enterprises (SMEs). Due to the Covid-19 pandemic, data were collected from and distributed on, several online channels (Gmail, LinkedIn, Twitter, and Facebook). Smart PLS-SEM, version 3.2.8 was used for the analysis. The results indicate that the two absorptive capacity sub-dimensions, potential and realized absorptive capacity, not only directly affect a project's success but also indirectly through the mediator of strategic agility. Although the moderating role of project complexity has a positive and significant effect on the relation between potential absorptive capacity and strategic agility, it is insignificant concerning the relation between realized absorptive capacity and strategic agility. Finally, theoretical and practical contributions are made, research limitations are stated and future research is suggested. © 2023
ABSTRACT
Innovation project management is never easy—adversities like budget cuts, fluctuation, and conflicts constantly patter project teams. Recent events of the corona pandemic further complicate matters with restrictions, lockdowns, and uncertainty. This situation urges project leaders and companies to find ways to deal with adverse conditions and simultaneously pursue ambitious project goals. The concept of resilience offers a promising approach for the individual and the project team to deal with adversities. Innovation resilience behaviour aims to enable project teams to identify whether a project is getting off-track and to get it back on track again. This study empirically investigates the relationship between innovation resilience behaviour, project adversities, and project success using 87 innovation project teams. The results show that innovation resilience behaviour positively relates to project success. We further find evidence that innovation resilience behaviour becomes more critical when adversity increases. © 2022
ABSTRACT
With the COVID-19 pandemic, Scrum teams had to switch abruptly from a traditional working setting into an enforced working from home one. This abrupt switch had an impact on software projects. Thus, it is necessary to understand how potential future disruptive events will impact Agile software teams' ability to deliver successful projects while working from home. To investigate this problem, we used a two-phased Multi-Method study. In the first phase, we uncover how working from home impacted Scrum practitioners through semi-structured interviews. Then, in the second phase, we propose a theoretical model that we test and generalize using Partial Least Squares-Structural Equation Modeling (PLS-SEM) surveying 138 software engineers who worked from home within Scrum projects. We concluded that all the latent variables identified in our model are reliable, and all the hypotheses are significant. This paper emphasizes the importance of supporting the three innate psychological needs of autonomy, competence, and relatedness in the home working environment. We conclude that the ability of working from home and the use of Scrum both contribute to project success, with Scrum acting as a mediator.
ABSTRACT
Purpose: In times of crisis and volatility, especially in the Covid-19 scenario, project organisations are facing multifaceted threats. Project organisations are inclining towards flatter organisational structures. Employees are demanding more decision-making authority due to the changing working scenario. Despite the advancement in project management, a hard skill side, project organisations are still struggling to achieve successful projects. The project manager's leadership, employee self-leadership and soft skills are presented as the solution to these aggravated problems. This article attempts to determine whether a transformational leadership style can influence project success, directly and indirectly through employee self-leadership. Design/methodology/approach: The author raises the hypothesis, supported by social cognitive theory, that transformational leadership impacts project success directly and indirectly through self-leadership. Data were collected from 289 project team members in the IT sector, and the proposed relationships were assessed through Partial least squares structural equation modelling PLS-SEM. Findings: Results show that a project manager's transformational leadership behaviour and employee self-leadership positively impact project success. Additionally, self-leadership mediates the relationship between transformational leadership and project success. Lastly, empowerment demonstrated significant moderation for self-leadership and project success, and for transformational leadership and project success. Research limitations/implications: In this study, one obvious methodological limitation is a cross-sectional design. Future research can be performed while adopting a longitudinal research design. Another conceptual limitation of the model is that the authors did not include all transformational leadership dimensions, which can be considered for future studies while replicating this research model. Another future front can be by examining other leadership styles. Another research limitation may be the single source data collection, a future study may be conducted by several sources for data collection to adequately test both of the leadership styles at different hierarchies and for project success. Originality/value: The paper contributes to the literature by finding that, in crises, a project manager's transformational leadership style enhances project success. In practice, project managers are needed to adopt transformational behaviour and encourage employee self-leadership and empowerment. © 2022, Emerald Publishing Limited.
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Purpose This study aims to evaluate the impacts of human capital factors in terms of spiritual intelligence (SI), emotional intelligence (EI) and workplace attitude in terms of trust on organizational sustainability (OS) in the hotel industry in Malaysia. In addition, this study intends to examine the mediation role of trust between human capital factors and OS. Design/methodology/approach A survey method using a questionnaire was used to collect data from 361 employees, including middle management, who are in direct contact with guests in the hotel industry. The partial least squares technique, SmartPLS3.3.3, was used to examine the hypotheses. Findings The analysis found support for the impacts of SI, EI and trust on OS. Additionally, the mediation effect of trust was also supported. Originality/value This pioneering study has combined human capital factors (i.e. SI and EI) to predict their effects on OS in the hotel industry. Moreover, this research established relatively new relationships between SI and OS and between EI and OS through the mediation role of trust. Furthermore, this study confirmed the validity and reliability of SI, EI and OS at first and second orders. Given the adverse impact of COVID-19 and its variants on the sustainability of all business organizations, this research has highlighted the crucial role of human factors and workplace attitude in the sustainability of the hospitality sector during difficult times.
ABSTRACT
Organisational internal risk factors, which include management, material, finance and design risk factors, affect oil and gas construction projects' success in emerging nations, in which Malaysia is no exception. The purpose of this study is to examine the effect of these internal risk factors and government support on oil and gas projects. Data were collected from 61 employees of oil and gas firms within Peninsular Malaysia using a questionnaire survey. The data were analysed using the structural equation modelling (SEM) technique. The results revealed that all the exogenous variables (design risk, management risk, financial risk and material risk factors and government support) significantly impact project success. Although the insignificant and unsupported hypotheses in this study are not unconnected with the current COVID-19 pandemic, which made the government shift attention to medical facilities projects. This study implies that managerial capability is critical in managing risks and ensuring the successful delivery of projects. As a result, project managers are expected to be on top of the triple constraint's essential qualities, which increase the chance of project success. They must be aware of any changes to the essential characteristics, whether unexpected or desired. The study developed an all-inclusive framework that can assist stakeholders within the industry and academia in mitigating internal risk factors in ensuring the success of projects.