Purpose This paper examines how the design science paradigm has been incorporated and progressively consolidated within Project Studies, and how this trajectory can inform future research. It analyses publication patterns, intellectual configuration, artefact types, problem classes, analytical levels, methodological approaches and theoretical foundations. Design/methodology/approach A bibliometric study was conducted using Scopus and Web of Science. Bibliographic coupling was used to identify intellectual proximities among publications, complemented by exploratory factor analysis (EFA) to uncover latent intellectual dimensions and by network analysis to assess the internal consistency of publication groups and support a mapping of the field. Findings Research in project studies under the design science paradigm has expanded significantly since 2020. The EFA identifies six emerging thematic domains. Artefact production is predominantly conceptual and methodological, while contributions mainly take the form of nascent design theory. However, systems, instantiations, implementation in intended application environments, explicitly defined problem classes, and recurrent theoretical foundations remain limited. The analysis supports a multilevel taxonomy of eight problem classes across macro, meso and micro levels and reveals uneven consolidation of the design science paradigm within project studies. Originality/value The study advances project studies by identifying six emerging thematic domains, developing a multilevel taxonomy of problem classes and proposing a framework for future research under the design science paradigm. By linking problem-class delimitation, analytical level, prescriptive contribution, methodological approach, theoretical foundation, artefact and design knowledge configuration and evaluation logic, the study supports more cumulative, theoretically grounded and practice-relevant research.
Purpose The paper aims to address how program management organizations (PMOs) in major infrastructure projects design structures to balance efficiency and flexibility ambidexterity. It explores the alignment of organizational designs with environmental dynamics and program characteristics, seeking to expand ambidexterity theory in program management and provide practical frameworks for resolving paradoxes in complex projects. Design/methodology/approach The study employs a qualitative dual-case strategy, analyzing Dalian Metro Line 4 and Qingdao Metro Line 1 in China. Data collection involves 28 semi-structured interviews, archival documents and field observations, with cross-case comparison and abductive analysis to identify antecedents of ambidexterity. Findings The research reveals that PMOs achieve ambidexterity through structural separation (spatial division of functional units) in stable environments and sequential switching (temporal lifecycle adjustment) in uncertain contexts. Key antecedents include external environmental dynamics, program scale/complexity and organizational structures (e.g. matrix vs. parallel designs). Research limitations/implications The dual-case design may limit generalizability, and qualitative data require cross-context validation. The study advances program-level ambidexterity theory and highlights the role of contextual alignment in balancing efficiency and flexibility. Practical implications The findings guide program managers to tailor ambidexterity strategies (structural/sequential) to environmental uncertainty and program characteristics, emphasizing organizational design elements (standardization, decentralization) for operational adaptability. Originality/value This study uniquely extends ambidexterity theory to major infrastructure program management, identifying contextual mechanisms for balancing paradoxical demands and offering a novel framework for practice-driven organizational design.
PurposeImplicit in the design of university courses is an assumption that students will progressively develop discipline-specific skills, knowledge and attributes that foster employability. In the project management discipline, it is not well understood how each year of the university project management program contributes to students' beliefs about their own employability. To address this knowledge gap, the perceived employability of project management students was examined from the commencement through to the midpoint of their degree. Design/methodology/approachA repeated cross-sectional design was used to examine perceived employability at three time points: (1) before the commencement of the degree, (2) at the completion of the first year and (3) at the completion of the second year. Gender and work experience, which are known to be related to perceived employability, were also examined. FindingsStudents commencing their degree had significantly lower perceived employability than students who had completed their first and second years of study; however, perceived employability remained static across years one and two. Where a student had project-based work experience, there was a significant increase in some, but not all, of the perceived employability dimensions compared with students engaged in non-project work or not working at all. There were significant differences within the female cohort but not within the male cohort. Originality/valueFindings challenge the assumption that perceived employability develops along a positive and linear trajectory throughout a project management degree. It is recommended that programs continuously monitor students' perceptions of their employability and consider how the curriculum can be modified to enhance it.
PurposeThe purpose of this study is to describe and explore how leading in complexity is experienced by project managers in the Swedish public transport infrastructure sector and what strategies project managers use to manage the challenges it presents. Design/methodology/approachTo explore the lived experiences of project managers who had led complex projects, a descriptive phenomenological methodology was conducted. Data were collected through semi-structured interviews. The data were analyzed using phenomenological procedures, including horizontalization, theme clustering and textural–structural description. FindingsThe findings show that project managers experience complexity not as discrete categories, but as intertwined conditions shaped by interdependencies, stakeholder dynamics and uncertainty. The study also reveals that the distinction between complicated and complex contexts becomes blurred in practice, as situations that are analytically distinguishable are experienced as inseparable. In response, leadership emerges as an ongoing process of sensemaking, coordination and adaptation. The complexity-informed leading (CIL) conceptual model summarizes how leadership is enacted in complex project environments. Originality/valueThis study contributes a phenomenological perspective by highlighting a gap between theoretical categorizations of complexity and project managers' lived experience. It shows how complexity is experienced as relational and emergent, rather than structurally defined, and how leadership practices arise in response to this ambiguity. The study reframes leadership in complex projects as a situated and interpretive practice and presents CIL conceptual model as an empirically grounded way of understanding how leadership is enacted in such conditions.
Purpose The COVID-19 pandemic disrupted cultural production and exposed the vulnerabilities of highly projectified modes of organising in the performing arts. This paper aims to examine how theatres responded to the crisis by intensifying project-based work in digital environments and experimenting with more continuous, reflective project practices. In doing so, the study highlights the ambiprojectifity, understood as the coexistence of projectification and deprojectification. Focusing on deprojectification as an under-researched topic in project studies, the paper identifies dimensions through which it became visible in practice. Design/methodology/approach The study adopts a mixed-methods design, combining a sector-wide survey and semi-structured interviews with theatre professionals in Poland as its empirical base. Data were analysed from a practice-oriented perspective informed by paradox theory, using grounded theory coding techniques. Findings COVID-19 acted as an amplifier of latent tensions within cultural work and triggered different responses. The findings show that the pandemic intensified projectification while also enabling modifications of project practices associated with emerging deprojectification. The study identifies six dimensions through which deprojectification unfolded in practice: temporal, relational, material, evaluative, scalar and spatial. Originality/value The paper takes further the concept of ambiprojectifity and contributes to emerging discussions on deprojectification by identifying how modifications of project practices coexisted and became visible during crisis conditions. It further suggests how such modifications may support more sustainable forms of cultural projects in the long term. The study also formulates propositions for cultural policy, cultural project management and future research on projectification and deprojectification.
PurposeThis article aims to clarify the integration of environmental, social and governance (ESG) principles into project management by synthesizing 2 decades of ESG research. Despite rapid growth in the literature, findings remain fragmented and complex. Through a systematic literature review, we analyze the relevance of ESG governance, strategy and implementation, while applying institutional theory's regulative, normative and cultural-cognitive dimensions as a guiding framework. We identify knowledge gaps, highlight connections between ESG and project management, and assess the underexplored social (“S”) dimension. Our goal is to provide a structured understanding that supports more effective ESG integration at the project level. Design/methodology/approachWe conducted a systematic literature review using the Web of Science (WOS) Core Collection, a standard source for academic reviews. Author Keyword searches targeted ESG studies in business management, using “ESG,” “environmental, social, governance,” and “environmental, social and governance” as search strings. “Corporate social responsibility (CSR)” was excluded, as it lacks the governance pillar central to ESG. Clear inclusion and exclusion criteria ensured alignment with our research objectives while maximizing coverage. The search yielded 2,740 articles, from which 164 met the criteria for in-depth analysis, providing a robust evidence base to examine ESG integration within the context of project and management research. FindingsOur systematic literature review identifies 17 future research agendas for ESG integration in projects. We classify them using Qi et al.’s (2023) mind map – enhanced with Turner and Xue's (2018) concepts – originally developed for ESG in infrastructure projects. The framework comprises: (1) ESG project field (“doing the right project”), including agendas on ESG actors and industry/country contexts; (2) ESG evaluation system (“doing the project right”), covering conceptualization and theorization and (3) ESG rating (“promoting”), addressing metrics for ESG quantification and digitalization. This classification provides a structured roadmap to guide scholarly inquiry and practical advancements in ESG-oriented project management. Among the results, we also focus specifically on the relevance of the ESG dimensions for project management as previously identified by Müller et al. (2025) (i.e. ESG governance, ESG strategy, and ESG implementation), and the presence of the three pillars of institutional theory (regulative, normative and cultural-cognitive dimensions). We also examine the current state of scientific publication on the S of ESG, since this dimension is more difficult to define and measure than the dimensions “E” and “G.” Finally, we propose a future research agenda based on these findings. The findings provide actionable insights for project management scholars and policymakers concerned with ESG, as they help identify critical areas. Research limitations/implicationsThis study has limitations, primarily linked to the systematic literature review approach. Using only the Web of Science database, while covering most peer-reviewed international journals, inevitably excluded publications outside its scope. Despite carefully crafted search strings, alternative keywords and cross-referencing, some relevant ESG studies were omitted. Our focus on nonaccounting and nonfinancial research in business and management further narrows the scope, aligning findings with business environment and ethics literature but distancing them from accounting and finance perspectives. Future research could address this gap by integrating both streams, enabling a more comprehensive understanding of ESG across disciplinary boundaries. Practical implicationsThis study offers managerial implications for company leaders, rating agencies and government officials. For leaders, it enhances awareness of diverse factors influencing ESG performance and reporting. Rating agencies should refine measurement systems, particularly for nonlisted firms, as variations in indicator weighting can yield inconsistent results; continuous review of datasets and indicators is essential. Government officials can use these insights to strengthen ESG regulations, especially by developing tools to assess the actual societal benefits of ESG practices. Our review also highlights a significant gap in understanding how social impact is generated, urging targeted efforts from both public and private stakeholders. Originality/valueThis research advances conceptual clarity in the ESG field by defining key constructs essential for rigorous investigation. It offers a comprehensive overview of ESG performance, enabling the identification of theoretical gaps and the resolution of conflicting findings. Unlike much existing literature that addresses ESG from a single perspective, our work provides an integrated view of the ESG landscape. By introducing a structured research agenda based on a three-axis mind map, we guide scholars toward more coherent and targeted studies. This framework fosters theoretical advancement and supports the generation of new, interdisciplinary knowledge in ESG and its application to project management.
Purpose While artificial intelligence (AI) promises enhanced automation and real-time insights, its effective integration across the project lifecycle remains uneven and fragmented. This review synthesizes current developments, trends, and challenges of AI integration within project management information systems (PMIS). The study reconceptualizes PMIS as a strategic decision infrastructure supporting digital transformation (DX). Design/methodology/approach This study adopts a mixed-methods research synthesis approach to based on 70 peer-reviewed publications published between 2015 and 2025. Quantitative analyses were used to examine publication trends, geographical distributions and research patterns, while qualitative thematic analysis was conducted to synthesize AI functions, benefits, challenges and implementation strategies across PMIS phases. PRISMA-based procedures were applied to ensure systematic study selection. Findings The review highlights the growing integration of AI across key PMIS functions, including intelligent scheduling, predictive risk forecasting, automated reporting, and decision support. AI adoption contributes to improved organizational efficiency and project governance; however, implementation remains uneven due to data quality limitations, fragmented digital ecosystems, and organizational resistance. The study also identifies the emerging role of Generative AI (GenAI) and positions AI as a “cognitive co-actor” within socio-technical project environments. Practical implications This study provides actionable recommendations for managers, PMIS developers and decision-makers. Findings emphasize the importance of workforce upskilling, data governance and aligning AI-enabled PMIS with broader DX strategies. Policymakers may also leverage the findings to support regulatory compliance and responsible AI governance initiatives. Social implications Responsible AI integration within PMIS can enhance transparency, support workforce reskilling and democratize access to intelligent project management tools. Originality/value This study develops an integrative lifecycle-based perspective that maps AI functionalities across PMIS phases while distinguishing between general AI applications and AI capabilities specifically embedded within PMIS environments. The findings contribute to the growing intersection of AI, project management and digital transformation research by providing a conceptual foundation for future AI-enabled PMIS studies.
Purpose Destructive leadership (DL) has attracted growing scholarly attention in project management because of its adverse implications for project outcomes. Despite this, the existing literature remains fragmented, offering limited collective insight into how DL has been conceptualized and examined in project-based environments. To overcome these limitations, this study offers a systematic and integrative review of the DL literature in project management, synthesizing prior research to provide a clearer understanding of the field. Design/methodology/approach The study employs bibliometric analysis as the primary research design, supported by a systematic literature review guided by PRISMA to ensure transparency and rigor. The study systematically identified 64 relevant publications (k = 64, N = 502) from two leading academic databases: Web of Science and Scopus. Multiple analytical techniques were employed to map the intellectual landscape and evolution of DL research. Moreover, the study identified and categorized the theoretical perspectives that were used to explain DL in project management research. It also provides an agenda for future research. Findings The thematic analysis uncovered five dominant research clusters demonstrating that DL exerts multidimensional effects on team functioning, emotional processes, and project performance. While also highlighting contextual factors, including emotional intelligence and governance structures that shape the intensity of DL effects. The study also identifies managerial responses to address these effects. Research limitations/implications The study provides important theoretical contributions by reconceptualizing destructive leadership (DL) as a multidimensional construct rather than isolated styles such as abusive or toxic leadership. It demonstrates that DL encompasses psychological, relational, emotional and structural mechanisms that influence project processes and outcomes. By integrating systematic literature review, bibliometric analysis, and thematic analysis, the study introduces a novel methodological approach that uncovers intellectual patterns and theoretical gaps in project management research. The findings highlight theoretical imbalance and limited contextualization in project settings. Additionally, the five thematic clusters trace a shift from performance-focused views to deeper insights into psychological erosion, relational vulnerability and governance-driven amplification. Practical implications The study offers practical implications for project-based settings characterized by temporality, milestone pressure and flexible team structures. It highlights the need to monitor psychological safety and stress during critical phases to prevent emotional strain. Strengthening leader–member exchange through clear role definition and structured communication is essential in multi-project environments. In knowledge-intensive projects, organizations should address emotional exhaustion through behavioral screening and leadership coaching focused on ethics and emotional regulation. Emotional intelligence emerges as a key capability for managing conflict and short project cycles. In megaprojects, robust governance mechanisms, including reporting systems and whistleblowing provisions, are vital to prevent the institutionalization of destructive leadership. Social implications This study offers important societal implications by highlighting how destructive leadership (DL) extends beyond project outcomes to affect employee well-being and broader social sustainability. By exposing psychological strain, emotional exhaustion and relational breakdown, the findings emphasize the need for healthier work environments in project-based industries. Promoting ethical leadership, emotional intelligence and accountability can enhance workforce resilience and reduce harmful workplace behaviors. The study also underscores the importance of governance mechanisms and organizational policies in preventing the normalization of destructive practices. Ultimately, addressing DL contributes to improved quality of work life, sustainable employment practices and more responsible and human-centered organizational systems. Originality/value This study offers one of the most comprehensive syntheses of DL literature in project management to date. By consolidating dispersed literature, identifying core thematic domains and highlighting theoretical gaps, it advances the nomological understanding of DL.
PurposeProbability-impact matrices are widely embedded in project governance systems and used to prioritise risks, allocate mitigation resources and trigger management escalation. This study examines whether commonly used qualitative risk matrices preserve relative risk prioritisation when compared to quantitative assessments of the same risks. Design/methodology/approachThe study analyses 1,144 paired qualitative and quantitative risk assessments from 91 mining capital projects across 43 organisations. Paired nonparametric tests, distributional comparisons, Wasserstein distance metrics and colour-band reclassification analysis are used to evaluate differences in probability ratings, impact ratings and composite risk scores. FindingsQualitative and quantitative probability ratings align at the ordinal level. In contrast, qualitative impact ratings and composite risk scores are systematically higher than their quantitative counterparts. Quantitative reassessment altered escalation colour bands in 73.3% of risks, with 59.4% moving to lower bands and 37.2% shifting by two or more categories, indicating material changes in prioritisation. These findings suggest that qualitative matrices do not reliably preserve escalation stability under alternative elicitation formats. Practical implicationsWhen escalation outcomes depend on representational format, risk-informed governance becomes structurally unstable. Hybrid configurations that separate qualitative communication from quantitative decision support can enhance decision quality and improve the robustness of prioritisation and contingency allocation. Originality/valueThe study introduces escalation stability as a practical criterion for evaluating risk assessment tools and provides large-sample empirical evidence that elicitation format materially influences risk prioritisation in capital projects.
Purpose Sustainability demonstration projects provide an important case context for both project learning and boundary spanning. These projects have knowledge sharing as a central focus, key driver and intended outcome. Despite the well-established potential of knowledge codification to overcome temporal, geographical and organisational barriers, little is known about how practitioners codify project learnings within boundary objects for effective knowledge transfer. This study addresses the following research question: How do practitioners perceive the relative importance of boundary object capacities for knowledge sharing when codifying project learnings in different types of sustainability demonstration projects? Design/methodology/approach A multiple-case analysis of 28 sustainability demonstration projects, applying surveys, interviews and multicriteria mapping (MCM) provides insights on practitioner perspectives relating to boundary object capacities for learning codification and sharing between sustainability demonstration projects. Findings The results show that all boundary object capacities were recognised as supporting effective learning codification and transfer, with “common language and syntax” and “interpretative and translation” capacities being most commonly prioritised. Codification strategies were found to be highly context-sensitive, with project type significantly influencing practitioner preferences and rationales. Research limitations/implications These findings advance understanding of knowledge codification in sustainability-focused project environments and offer a practical framework for tailoring or analysing codification strategies to specific project contexts. The study contributes to the discussion of project artefact/boundary object design for learning and provides actionable insights for practitioners seeking to enhance knowledge transfer and collaboration in sustainability demonstration projects. Originality/value A significant research gap exists in relation to the capacities of boundary objects representing codified project learnings for knowledge sharing. Although boundary objects are widely studied, no primary research has evaluated how project practitioners perceive their capacity for project learning codification.
Purpose International digital infrastructure projects (IDIPs), including digital-ready and smart infrastructure projects, provide an important foundation for achieving digital sustainability. However, these projects are increasingly exposed to interacting internal and external risk factors that can trigger project disruptions. This study aims to identify risk factors and their interactions in IDIPs and to propose a recipient government-led risk governance framework to mitigate project disruptions and thereby support digital sustainability.Design/methodology/approach Case data mining is employed to establish a triangulated historical case database of 546 real-world IDIP cases and to identify the risk factors underlying project disruptions. A conditional probability-based social network analysis is then used to construct a risk interaction network for IDIPs.Findings The most influential risk factors are government financial difficulties, lack of transparent procurement procedures, and improper project planning. Most risk factors occur during the installation stage of IDIPs, and the key risk initiators are the recipient and the exporter. Digital-ready infrastructure projects experience more risk factors and stronger risk interactions than smart infrastructure projects.Originality/value By moving beyond the static identification of isolated risk factors, this study provides a more empirically grounded basis for understanding and governing risk interactions across the lifecycle of IDIPs for practitioners and researchers.
Purpose This study develops a conceptual model to understand the growing gap between artificial intelligence (AI)-optimized innovation metrics and actual value creation in B2B contexts, termed the “algorithmic innovation paradox”. Design/methodology/approach The study uses a conceptual approach, integrating the philosophical perspectives of simulacra theory with contemporary approaches to innovation management to develop the Innovation Paradox Framework. The paper analyzes how AI systems create hyperreal representations of innovation value that are detached from material results. Findings A typology of innovation simulacra identifies four levels of discrepancy between algorithmic assessments and actual project results. Three reinforcing mechanisms sustain the paradox: organizational incentives for simulation, algorithmic reinforcement loops, and institutional isomorphism in assessment practices. The Innovation Paradox Framework demonstrates how these elements interact to create systematic gaps between measured and actual innovation performance. Research limitations/implications As a conceptual study, empirical validation across different organizational contexts and cultures is required. The rapid evolution of AI technologies necessitates continuous model refinement. Practical implications The research provides tools for organizations to validate algorithmic assessments against tangible indicators and design assessment systems balancing AI effectiveness with genuine value creation. Originality/value The study integrates poststructuralist philosophy with AI-based innovation management, offering novel theoretical concepts and practical tools to bridge the measurement-reality gap. The Material Reality Check Protocol and antifragile metrics principles represent innovative approaches to achieving material-algorithmic balance.
Purpose Projectification has become a dominant mode of organising across organisations, sectors, and society. While recent scholarship increasingly calls for greater attention to people within projectification, empirical research has largely focused on institutional dynamics, professionalisation processes, and established project actors. As a result, limited attention has been paid to how individuals come to understand, anticipate, and position themselves in relation to projectified work before entering project-based careers. This study examines how students experience and make sense of project-based learning as an early encounter with projectified ways of organising. Design/methodology/approach The study draws on qualitative focus group data generated with students enrolled in an international MBA programme. An interpretive research approach was adopted to explore how participants articulate their experiences of project-based learning and how they interpret agency, emerging professional identity, and value in relation to preparation for projectified work environments. Findings The study highlights how projectified expectations are anticipated and normalised during education and shows how students begin to interpret responsibility, professional identity, and value through project-based educational practices as part of their preparation for future project-based work. Originality/value This study contributes to projectification research by shifting attention to an earlier and underexamined stage of engagement: how individuals begin to anticipate and make sense of projectified work before formal role entry. The study advances human-centred perspectives on projectification and extends existing research beyond organisational and institutional levels of analysis by positioning management education as a formative context of projectification.
Purpose The importance of construction projects cannot be overstated because they lay the groundwork for the remaining aspects of the economy to thrive; however, a lot of projects are unsuccessful therefore affecting the sustainability of businesses, firms, environment and society. Subsequently, sustainable project management (SPM) has emerged as the new school of thought to enhance the rate of project success (PS). Hence, this research aims to assess the impact of SPM on PS and the moderating influence of organizational culture (OC).Design/methodology/approach Using Ghana as the study context and a survey strategy with self-administered questionnaires, data were collected from 641 construction firms. Partial least squares structural equation modeling tool was utilized to analyze the measurement and structural model.Findings The outcomes point out that SPM has a substantial and positive influence on PS, while OC negatively and significantly moderates the nexus.Originality/value The research adds to the body of existing literature while also providing critical insights into the emerging trends of SPM and PS. Furthermore, it adds to practice by supporting decision-makers, construction experts and policymakers in planning and carrying out public-sector projects.
Purpose This study explores how generative artificial intelligence (AI) bridges creativity and structured project management in agricultural initiatives. It investigates how AI-supported project management enhances innovation, collaboration, and adaptive decision-making within the Nigerian agricultural sector. Design/methodology/approach The research adopts a qualitative multiple-case study approach, drawing information from 25 agricultural cooperatives, extension services, and AI-enabled farm projects across Northern and Southwestern Nigeria. Semi-structured interviews and document reviews were analyzed thematically using Dynamic Capabilities Theory and Socio-Technical Systems Theory as guiding lenses. Findings The study reveals that generative AI transforms project management roles from administrative supervision to facilitation of creative decision-making. AI platforms foster fast collaboration, simulation, and experimentation and allow teams to test innovative ideas without jeopardizing structured workflows. Primary enablers include leadership support, strategic alignment, training, and reliable digital infrastructure. However, barriers such as limited digital literacy, resistance to change, and ethical concerns constrain adoption. The findings led to the development of the Techno-Creative Alignment Framework, which explains how human collaboration, ethical awareness, and AI intelligence interact to balance innovation and structured project execution. Originality/value This research contributes to the limited scholarship on AI's double role in fostering creativity and structure within project-based agricultural innovation, offering both conceptual and contextual insights relevant to developing economies. Beyond national relevance, it offers international contributions by positioning developing economies as laboratories of adaptive innovation to illustrate how AI can serve as a transformative equalizer instead of just a tool for efficiency. The findings provide a comparative perspective for global project management scholarship to highlight how lessons from the Global South can inform responsible AI integration in agricultural innovation worldwide.
