Social capital in project-based organizations: Its role, structure, and impact on project performance

Vincenzo, Fausto Di; Mascia, Daniele

doi:10.1016/j.ijproman.2011.03.006

Cited by 87 publications

(50 citation statements)

References 38 publications

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“…Our findings indicate that when there is a high social capital relationship in the project organization, leaders are more likely to improve innovation performance through knowledge sharing. This finding suggests that the role of social capital in construction projects is far more complicated than previously considered [27]. Thus, social capital may also serve as a contextual factor facilitating knowledge sharing.…”

Section: The Moderating Effect Of Social Capitalmentioning

confidence: 76%

“…Effective leadership plays a significant role in promoting a supportive climate for exposing knowledge into organization innovation [34]. Knowledge management refers to all managerial activities which helps individuals in the organization to create new knowledge and share this knowledge with others in order to improve the performance of the organization [27]. Both knowledge sharing and knowledge application have been known to facilitate the creation of new ideas and processes so that it can improve the performance of the organizations.…”

Section: Mediation Effects: Knowledge Sharingmentioning

confidence: 99%

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Impacts of Leadership on Project-Based Organizational Innovation Performance: The Mediator of Knowledge Sharing and Moderator of Social Capital

2017

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Abstract:With the increasing importance of leadership in project-based organizations, innovation is essential for the sustainable development of construction projects. Since few studies have explored the relationship between leadership and innovation in construction projects, this study fills this research gap and makes a significant theoretical contribution to the existing body of literature. Based on a knowledge-rated and resource-based view, this study aims to investigate various effects of different types of leadership on innovation performance in a construction project-based organization. Therefore, a theoretical model was constructed to explore the mediation mechanism and boundary condition of different types of leadership to improve innovation. The theoretical model was validated with empirical data covering project managers and engineers from the project-based organization in China via regression analysis and path analysis. The results show that transformational leadership and transactional leadership have some positively significant effects on knowledge sharing and innovation performance. Meanwhile, knowledge sharing partially mediates the relationship between transformational leadership and/or transactional leadership and innovation performance. Additionally, by considering different levels of social capital, transformational leadership is likely to have a strong positive impact on innovation performance through knowledge sharing. Our findings ensure a better understanding of the role of leadership, knowledge management, and social capital in the innovation process of construction projects. Therefore, project managers should promote a higher stimulation of a leadership behavior, encouraging knowledge management, and establishing the social capital, thus improving the innovation performance in the project-based organizations in construction projects.

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Section: The Moderating Effect Of Social Capitalmentioning

confidence: 76%

Section: Mediation Effects: Knowledge Sharingmentioning

confidence: 99%

Impacts of Leadership on Project-Based Organizational Innovation Performance: The Mediator of Knowledge Sharing and Moderator of Social Capital

2017

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“…Focusing on intra-organizational relationships, Chinowsky et al (2008Chinowsky et al ( , 2010 introduced social network model into project organization development, and developed high-performance organizations through an analysis of both leadership and team actions within a project team framework. Di Vincenzo and Mascia (2012) defined social capital in project-based organization as the way individuals are linked, and provided evidence that levels of project performance are significantly associated with the particular structure of projects' social capital. Using centrality measures of SNA, Hossain andWu (2009), andHossain (2009) explored the association between communications network centrality and coordination score from a real-world dataset of complex projects with hundreds of people working together.…”

Section: Introductionmentioning

confidence: 99%

“…Firstly, most of the networks constructed in SNA studies were identified through interviewing participants and distributing questionnaires (e.g., Pryke, 2005). Secondly, most of the SNA analyses focused on the ego-network properties, e.g., core-peripheral stakeholders, influential intermediary participants and their interdependence (e.g., Chinowsky et al, 2010;Chowdhury et al, 2011;Di Vincenzo and Mascia, 2012). Although these studies have revealed details about the cognitive, psychological, and sociological features of the networks, they suffer from several problems (e.g., subjectiveness, sampling issues, and statistical accuracy) and limit themselves to small-size networks-typically to tens of stakeholders or people (e.g., Chinowsky et al, 2008;Pryke, 2004).…”

Section: Introductionmentioning

confidence: 99%

Evolutionary analysis of the collaboration networks within National Quality Award Projects of China

Liang¹,

Han²,

Xu³

2015

International Journal of Project Management

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“…Their research suggests that the social interactions which take place in the project setting are context-specific and resemble complex relational patterns that exist between various project participants which, as well as being unpredictable, are influenced by a diversity of human intentions, choices and actions.Recent project-related research of a socio-behavioural nature explores the relevance of concepts borrowed from social science research and introduced into the project setting. Examples of this include an exploration of organisational citizenship behaviour in the project context (Braun et al, 2013) as well as the relevance of social capital as applied to the project context (Brookes et al, 2006;Di Vincenzo and Mascia, 2012). Di Vincenzo and Mascia (2012) define a project's social capital as "the overall web of inter-personal and inter-project relationships in which single project units are embedded, and through which important resources can be accessed" (ibid:7).…”

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confidence: 99%

The lived experience of project leadership in a loosely coupled transient context

Cullen

Leavy

2017

IJMPB

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For many years project management (PM) researchers have suggested that the practice of PM needs to develop beyond viewing practitioners as competent technicians capable of following a given methodology, toward the development of reflective practitioners who can operate effectively in challenging project environments. However the PM literature itself still tends to focus mainly on the technical aspects of PM, including planning tools and methodologies (PERT, PMBOK, Prince II, etc.). For experienced project leaders, these technical capabilities are the minimum needed to be effective and the greater challenges are often presented by the sociobehavioural demands of the role. In studies that examine the socio-behavioural aspect of PM, prominent researchers (Soderlund, 2004;Cicmil and Marshall, 2005) have pointed up that considerable PM research focuses on what we expect to take place within the project setting and claims that we know very little about the "actuality" (Cicmil et al., 2006: 675) of PM work. Such research suggests that what is needed are a greater number of in-depth studies that examine the lived experience of project leaders. This study aims to investigate the lived experience of the project leader and generate additional insight into the relationship between the social and technical aspects of the actual practice of project leadership, focusing on a particular type of project that is prevalent in practice but largely overlooked in mainstream literature. It is referred to here as a "Loosely-Coupled Transient" (LCT) project.The following is a typical example of a "loosely-coupled transient (LCT) project as it is characterised here. A project is created to establish a border security-related training facility. Following a competitive procurement process, a contract is awarded to a consortium made up of separate, ______ Page 2 independent organisations that are based in different countries. The organisations have no previous experience of working together and each one brings an essential functional specialism to the project through the allocation of staff members to the project team. Individuals assigned to the project are not exclusively committed to it but are also engaged with other assignments. In some cases, the organisations may have purposely contracted individuals to fulfil specific roles on the project, i.e. as well as having no track record of working with the project team, they have no experience of working with the particular consortium member organisation to whom they are contracted. The project leader may have no track record of working with either the client or individual members of the project team. The team members themselves may not have experience of working with either the client or one another. Notwithstanding the transient nature of this type of arrangement, the project is expected to function in a conventional manner and is subject to the normal delivery constraints of time, cost and quality. This project scenario is based on a recent project implementation and for the purposes o...

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Social capital in project-based organizations: Its role, structure, and impact on project performance

Cited by 87 publications

References 38 publications

Impacts of Leadership on Project-Based Organizational Innovation Performance: The Mediator of Knowledge Sharing and Moderator of Social Capital

Impacts of Leadership on Project-Based Organizational Innovation Performance: The Mediator of Knowledge Sharing and Moderator of Social Capital

Evolutionary analysis of the collaboration networks within National Quality Award Projects of China

The lived experience of project leadership in a loosely coupled transient context

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