IPMA-PMI Best Paper Prize at EURAM 2017
“Mechanisms of Isomorphism in Project-Based Organizations” by Dr. Maxim Miterev, Professor Dr. Mats Engwall,
and Professor Dr. Anna Jerbrant of KTH Royal Institute of
IPMA-PMI Best Student Paper Prize at EURAM 2017
“The Governance of Major Public Infrastructure Projects:
The Process of Translation” by Maude Brunet and Professor
Dr. Monique Aubry of Université du Québec à Montréal
Congratulations to all award winners!
2. Articles in this Issue
The first article from Ming-Chuan Yu on “Customer Participation and Project Performance: A Moderated-Mediation
Examination” proposes a theoretical model to understanding how and why customer participation can promote project
performance. The findings confirm the central hypothesis
that knowledge integration mediates the positive relationship
between customer participation and project performance: It
is indeed knowledge integration that transmits the effects of
customer participation to project performance. This effect
increases with increasing project complexity, which acts as
a moderator variable. These findings are highly relevant for
customer-centric process models, such as Scrum.
The second article from Per Erik Eriksson, Roine Leiringer,
and Henrik Szentes on “The Role of Co-creation in Enhancing
Explorative and Exploitative Learning in Project-Based Settings” investigates how co-creation practices influence explorative and exploitative learning in five collaborative construction
projects with partnering arrangements. Drawing on a longitudinal
case study, their findings reveal two different types of explorative
learning processes (i.e., adaptation and radical development) and
three different exploitative learning processes (i.e., incremental
development, knowledge sharing, and innovation diffusion).
Furthermore, co-creation practices enhance adaptation, radical
development, and incremental development, which are typical
intra-project learning processes. Co-creation practices do not,
however, enhance knowledge sharing and innovation diffusion
across projects. These findings concur with previous insights that
the temporary and one-off nature of projects makes inter-project
Asghar Afshar Jahanshahi and Alexander Brem answer
the question: “Does Real Options Reasoning Support or
Oppose Project Performance? Empirical Evidence from
Electronic Commerce Projects.” There is a consensus among
scholars that real options reasoning is crucial for improving
project performance but there has been little empirical sup-
port thus far; hence, the authors explore how real options
reasoning may influence project timeliness, efficiency, and
effectiveness. Their longitudinal analysis of 110 electronic
commerce projects, drawn from new technology ventures,
indicates the differential effects of real options reasoning on
project performance. The authors find that higher uncertainty
does not always lead to a greater use of real options reason-
ing. Although perceived environmental state uncertainty is
positively linked to real options, perceived environmental
effect is not and response uncertainty shows a negative effect.
The impact of real options on project performance is also of
mixed nature: effectiveness and efficiency of a project are sig-
nificantly increased, but time overruns are also significantly
increasing. The reasons for these findings are explained in
the model and its underlying hypotheses. The kind of uncer-
tainty matters, and the kind of performance effects matter too.
Understanding the antecedents and impacts of real options
reasoning requires a differentiated view, such as the one pre-
sented in this study.
Terry Williams addresses the “The Nature of Risk in
Complex Projects.” Risk analysis is important for complex
projects; however, systemicity makes evaluating risk in real
projects difficult. Looking at the causal structure of risks is a
start, but causal chains need to include management actions,
the motivations of project actors, and sociopolitical project
complexities as well as intra-connectedness and feedback.
Common practice based upon decomposition-type methods
is often shown to point to the wrong risks. A complexity structure is used to identify systemicity and draws lessons about
key risks. Terry Williams describe how to analyze the systemic
nature of risk and how the contractor and client can understand the ramifications of their actions.
The world faces enormous challenges in limiting global
temperature increases to 2 degrees Celsius in accordance
with the Paris Agreement on climate change. Most of the
transformation of global economic activity to achieve zero
carbon dioxide emission will need to be accomplished in
the next 30 years in order to achieve this outcome (Figueres
et al., 2017). This will not only trigger a vast number of large
renewable energy projects but also a redesign of many other
forms of infrastructure to make them more energy efficient.
This implies an unprecedented level of project activity to
build new infrastructure and also adapt the existing infrastructure. The study of green building projects in Singapore by Bon-Gang Hwang, Lei Zhu, Yinglin Wang, and
Xinyi Cheong, “Green Building Construction Projects in
Singapore: Cost Premiums and Cost Performance” shows
that this task will also be demanding for project managers.
Using a large sample comparing 121 green building projects
with 242 traditional projects, they show that the cost premiums for these projects is in the range of 5% to 10%, and
these projects tend to exceed budget by a similar amount.
The results also indicate that the green cost premiums range
from 5% to 10% and that project type and size are significant
factors affecting cost premiums. What is noticeable about
these data is the level of innovation that is embedded in