Bridging the Fields of Careers and Project Management

Akkermans, Jos; Chipulu, Maxwell; Ojiako, Udechukwu; Williams, Terry

doi:10.1177/8756972820910605

Cited by 9 publications

(11 citation statements)

References 82 publications

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“…Therefore, traditional models of career management need to be revised to fit the demands of the project environment (El-Sabaa, 2001;Crawford et al, 2013;McKevitt et al, 2017;Loufrani-Fedida, 2019;Huemann et al, 2019;Lo Presti and Elia, 2020;Akkermans et al, 2020b). There has been some recognition of the need to develop specific career paths for project managers (Hölzle, 2010;Bredin and Söderlund, 2013;Savelsbergh et al, 2016;Lloyd-Walker et al, 2018;Chen et al, 2019;Agyekum et al, 2020;Lo Presti and Elia, 2020;Akkermans et al, 2020a). Engwall et al (2003, p.130) claim that "working life issues also include accounts of project work as a new career path and as ways of linking project organizations to individual goals."…”

Section: Resultsmentioning

confidence: 99%

“…The transient nature of projects requires project managers to be more active in developing their career paths rather than relying on their organizations (Bredin and Söderlund, 2013;Savelsbergh et al, 2016;Akkermans et al, 2020a). The project manager must plan for future development by identifying the skills he/ she needs to progress in his/ her career path (El-Sabaa, 2001;Crawford et al, 2013;Chen et al, 2019;Li et al, 2020).…”

Section: Resultsmentioning

confidence: 99%

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The Role of Career Development in the Relationship Between Project-Based Organization and Human Resource Management: Evidence From Tunisia

Hedhili

Boudabbous²

2021

IRMM

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The globalization of markets, the intensity of competition, and the evolution of technology have led to the appearance of new organizational forms based on projects. Faced with these changes, companies are forced to review and rethink their human resources management system to better adapt to the project environment. Career development is an essential factor in human resource management. This study aimed to understand the role of career development in the relationship between project-based organization (PBO) and human resources management (HRM). To this end, we conducted a qualitative study based on 31 interviews among Tunisian project managers. The results show that interviewees often lack such career development opportunities because of the temporary nature of their jobs. Project managers have to be responsible and proactive in developing their career path by maintaining and developing their skills.

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Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

The Role of Career Development in the Relationship Between Project-Based Organization and Human Resource Management: Evidence From Tunisia

Hedhili

Boudabbous²

2021

IRMM

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“…More specifically, the 'individual level' is interested in how specific actors are able to acquire, mobilize, organize, integrate, develop, rearrange, manage and deploy the entire spectrum of an organizations assets, competencies and capabilities in a manner that is able to ensure project performance and cope with changes in the business and competitive environment in a manner that ensures competitive advantage. Aligned to this is the view that project performance is to an extent driven by the behaviour and decisions of individual stakeholders such as clients (Lim and Ling 2002;Ojiako et al 2015;Chipulu et al 2019) and project managers (Turner and M€ uller 2005;Dvir, Sadeh, and Malach-Pines 2006;M€ uller and Turner 2007;Malach-Pines, Dvir, and Sadeh 2009;Ojiako et al 2015;Chipulu et al 2019;Akkermans et al 2020).…”

Section: Rbv Theory and The Organizationmentioning

confidence: 99%

Managing strategic resources in petroleum industry projects

Alhanshi

Ojiako

Williams

2020

Production Planning & Control

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This paper seeks to explore how strategic resources in petroleum industry projects are to be best managed and exploited in order to deliver enhanced project performance and sustained business competitiveness. Framed upon the Resource-Based View ('RBV') theory, these resources should be 'Valuable', 'Inimitable', 'Rare' and be able to draw on 'Organisational support' ('VIRO'). Qualitative data were collected from petroleum industry organizations operating in the United Arab Emirates and the Sultanate of Oman between 2017 and 2019. The analysis shows that at the project level, 'Value' and 'Organisational support' attributes of resources were positively related to competitive advantage and both impacted by dynamic capabilities and innovative environment. However, the 'Rareness' and 'Inimitability' attributes showed less evolution. We also find that at the project level, the main characteristics of organizational resources were that they are 'Valuable', 'Organizationally supported', and that they could be 'Uniquely exploited' while being 'Readily available'. The results suggest a desire by project-oriented organizations to replace the 'Rareness' and 'Inimitability' attributes within VIRO with two alternative attributes, namely 'Unique exploitation' and 'Timely availability' of resources.

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“…The application of CET and NPC theories from the vocational behavior literature offers an opportunity for new insights into the field of project management and builds on initial literature that has begun to integrate the two fields (e.g., Akkermans et al, 2020b; Geraldi & Söderlund, 2018; Keegan et al, 2018). The desire is to ensure the sustainability of all actors within the PME, rather than prioritizing the needs of one actor at the expense of another actor.…”

Section: Introductionmentioning

confidence: 99%

“…The topic of sustainable careers is well established in the vocational behavior literature (e.g., De Vos & Van der Heijden, 2017;De Vos et al, 2020;Dixon-Fowler et al, 2020;Donald et al, 2020;Van der Heijden et al, 2020;Ybema et al, 2020). Sustainable careers have also recently been introduced to the field of project management (e.g., Akkermans et al, 2020b;Armenia et al, 2019;Geraldi & Söderlund, 2018;Lo Presti & Elia, 2020), but have yet to be contextualized within a PME incorporating NPCs. The concept of psychological contracts has, however, been applied independently in the project management literature (Kaulio, 2018).…”

Section: Introductionmentioning

confidence: 99%

Application of Career Ecosystems Theory and the New Psychological Contract to the Field of Project Management: Toward a Conceptual Model

Donald

2022

Project Management Journal

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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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Bridging the Fields of Careers and Project Management

Cited by 9 publications

References 82 publications

The Role of Career Development in the Relationship Between Project-Based Organization and Human Resource Management: Evidence From Tunisia

The Role of Career Development in the Relationship Between Project-Based Organization and Human Resource Management: Evidence From Tunisia

Managing strategic resources in petroleum industry projects

Application of Career Ecosystems Theory and the New Psychological Contract to the Field of Project Management: Toward a Conceptual Model

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