Project leadership in multi-project settings: Findings from a critical incident study

Kaulio, Matti

doi:10.1016/j.ijproman.2007.06.005

Cited by 60 publications

(57 citation statements)

References 24 publications

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“…In this context, inter-organizational collaboration paves the path for a networked environment of the key participants critical to the organizational growth as also suggested by Roloff (2008) in this selected article by uplifting the multi-stakeholder networks based on issues of the participants. Likewise, in the context of an organizational network perspective, the conflicting differences which disassociate members (Cobb, 2012) might play a vital role in hampering the sustainable nature of the network's learning process (Lundsten, 2015;Silvius et al, 2012), which in the long run will diminish the sustainable project leadership (Kaulio, 2008) in line with the findings of Roloff (2008) in the given article. This gives rise to the triangular conflicts among the project stakeholders in the project networks.…”

Section: Business and Management Horizonsmentioning

confidence: 59%

Illustrating Conflicts among Project Stakeholders in Sustainable Project Management

Rahman¹,

Nasrin²,

Akter³

2017

BMH

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This study introduces the backdrop where discrepancies occur among project stakeholders, and then how theoretically this conflicting scenario can be understood. Followed by this, it sums up the research gap in understanding the types of conflicts among project stakeholders leading to the purpose of this study to offer such descriptive typology of conflicts in project management. The study presents the researcher to the reader in terms of view of reality (ontology) and view of knowledge (epistemology) with the adopted inductive approach, descriptive inference and qualitative data type. The default research design of this study is literature review. The study tried to produce the analysis of determining the types of conflicts among project stakeholders discussing them anchored in relevant theories. It finally presents the ultimate typology as the outcome of this research. The ultimate typology of this research consists of three core types of conflicts for the sustainable project management and effective project teams. Depending on the amount of subjectivity in the project teams, project members sense risks and unprecedented scenarios differently giving rise to subjective conflict among ISSN 2326-0297 2017 project stakeholders. Depending on the amount of objectivity in the project teams through organizational systems, processes is another type of objective conflict among project stakeholders. Finally, depending on the inter-organizational project collaboration is the type of triangular conflict among project stakeholders toward sustainable development. Business and Management Horizons

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Section: Business and Management Horizonsmentioning

confidence: 59%

Illustrating Conflicts among Project Stakeholders in Sustainable Project Management

Rahman¹,

Nasrin²,

Akter³

2017

BMH

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“…The practicality of CIT in construction research has been demonstrated in several studies (e.g. De Saram et al, 2004, Kaulio, 2008. Its use here therefore arises from its appropriateness for the problem of study and the demonstrated reliability, validity and practicality, especially in construction specific studies.…”

Section: Methodsmentioning

confidence: 99%

What empowers individuals and teams in project settings? A critical incident analysis

Tuuli

Rowlinson²

2010

Engineering, Construction and Architectural Management

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“…In fact, both situational leadership and transformational leadership theories have informed much practice in most types of organisation studies [22,23]. The notable exception is within the project context where, other that exceptions such as Shenhar [24] and Kaulio [25] for example, person-based leadership is little addressed. Another area largely excluded from project management research is the leadership and management of projects in the creative industries and it is to this topic that we now turn.…”

Section: Leadership Of Peoplementioning

confidence: 99%

“…The various person-based leadership and management styles that foster engagement and buy-in in staff have to be afforded in projects also. Kaulio [32] identifies a need to study transformational leadership and management in projects based on the relative absence of these in the extant literature. We would contend that this is worse in the literature on projects in creative industries.…”

Section: Project Management and Leadership In Creative Industriesmentioning

confidence: 99%

Managing Projects in Architecture: A Study of Leadership in a Creative Industry

Galloway¹,

Haniff²

2015

Open Economics and Management J.

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Abstract:The paper reports a qualitative, exploratory study of the experiences of a small sample of architects in terms of leading and managing projects. Specifically, the paper considers issues specific to architecture as creative industry and the balance architects have to achieve between the creative and business objectives of their projects. Leadership in projects is examined in the context of projects most often being understood as task-centred and the paper explores the tension between this and modern leadership theory and practice in organisations, both of which tend largely to be based on a focus on people. In particular, the paper reports findings that relate to managing and leading projects whilst maintaining conditions that are stimulating and motivating for creative workers. The study finds that there is indeed a tension between creative and business objectives in the sampled architecture firms. It finds also that modern person-centred techniques are used by architects when leading and managing projects. These can mitigate negative effects business and creative objectives might have on one another, and are observed to prompt value in projects as the autonomy and scope afforded by these techniques encourages creativity.

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Project leadership in multi-project settings: Findings from a critical incident study

Cited by 60 publications

References 24 publications

Illustrating Conflicts among Project Stakeholders in Sustainable Project Management

Illustrating Conflicts among Project Stakeholders in Sustainable Project Management

What empowers individuals and teams in project settings? A critical incident analysis

Managing Projects in Architecture: A Study of Leadership in a Creative Industry

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