Variations among human aspects of governance and management, and the structure of project-based organizations (PBO) may synergize or contrast with each other, eventually impacting project performance (PP). To investigate these variations, the study develops a conceptual model using neoliberal governmentality (NG), transformational (TFL), and transactional leadership styles (TSL) of project managers, centralization of governance structures (CEN) with PP. The data for the study was collected from PBOs in the construction sector. Partial Least Squares-Structural Equation Modeling (PLS-SEM) was applied to assess the results. Later, the conceptual model was validated using an Artificial Neural Network (ANN) Approach. The results revealed that TFL positively mediates the relationship between NG and PP in PBOs characterized by decentralized governance structures (Low CEN). TSL shows competitive partial mediation with NG and hence appears to be the least important predictor of PP in the studied context. Using contingency theory, the study extends the Sociological Perspective of Governance (SPG) to develop a cohesive model for understanding the variations of humans and structures for PP. Project owners, governors, and practitioners should hire synergetic project managers and provide them with training and communication opportunities during project. NG requires decentralized decision-making to empower a TFL for better PP.

Purpose This Special Issue, titled “Design beyond Dyads: Understanding the Governance of Interorganizational Project Networks,” synthesizes the critical network governance challenges and mechanisms within inter-organizational project (IOP) networks operating in unstable and competitive environments. By addressing the current fragmentation in literature and drawing on eight included papers, we argue that the network governance challenges of IOPs cannot be adequately addressed through bilateral or project-specific governance mechanisms. Instead, these challenges are more likely to be resolved through network-level governance mechanisms. Accordingly, we aim to develop a network-level understanding of how IOPs can be governed as enduring, semi-permanent organizations. Design/methodology/approach The articles featured in this special issue employ a diverse range of theoretical lenses and methodologies to capture the complex dynamics of governance of IOPs. We synthesize the findings of these articles and theorize them together with the existing literature on governance of IOPs. Findings Applying the 4M lens (multiplicity, multilevel structure, metaorganizations and multitemporal nature), we identify and theorize a set of distinctive network governance challenges inherent to IOPs. Our analysis shows that these challenges cannot be reduced to bilateral or project-level tensions, but instead governance strategies emerge from the structural, organizational and temporal complexity of IOP networks. Based on these findings, we propose an integrated governance framework that specifies how network governance mechanisms can be deliberately sequenced to address these challenges. We also present the revised model by incorporating special issue findings. The synthesis also enables us to articulate a forward-looking research agenda that advances the study of IOPs as enduring, semi-permanent networked organizations. Originality/value This special issue positions the IOP network not as a series of isolated islands, but as a collection of nodes within a shared, ongoing timeline. It contributes to the literature on governance of IOP networks by offering a path for tailoring macro-level and micro-level mechanisms to network governance challenges, thereby driving long-term success of both projects and project-based organizations.

Variations in human styles at the governance and project levels are under-explored in project governance literature despite the impact of their compatibility on effective governance. This study develops and validates a model of a specific governor's style (liberal governmentality) on project performance through differentiated project manager styles (transformational and transactional). Considering the inseparable nature of structural aspects of governance, the centralization of structure is selected to expound their cohesive influence on project performance. Results: show that liberal governmentality differently impacts project performance through both studied project manager leadership styles, while centralization distinctly moderates their relationships on project performance.

PurposeIn the era of high turbulence and increasing uncertainty, project-based organizations (PBOs) can hardly survive crises on their own. How inter-organizational project governance contributes to their survival and what strategies they can take to facilitate this process have become critical problems that need to be addressed. Based on transaction cost economics, this research explores the impacts of contractual and relational governance on the PBOs resilience.Design/methodology/approachThis paper sequentially uses symmetric partial least squares structural equation model (PLS-SEM) and asymmetric fuzzy-set qualitative comparative analysis (fsQCA) approaches to empirically validate and explore configurational relationships based on sample data of 343 PBOs in the Chinese engineering industry.FindingsThe study found that contractual governance and relational governance indirectly affect the PBOs resilience through modularity and boundary spanning. Contractual and relational governance, together with modularity and boundary spanning, configurationally facilitate loose coupling in inter-organizational relationships in the face of crisis.Originality/valueThe configurations of contractual and relational governance, modularity and boundary spanning can lead to high organizational resilience in PBOs. The practical and theoretical implications are discussed.

Two studies investigated the impacts of construction professionals' helping behavior congruence on workplace well-being from an actor-centric standpoint. In Study 1, polynomial regression with response surface analysis was used to evaluate the conceptual model based on a total of 202 matched responses collected through a two-wave questionnaire survey in China. In Study 2, a paper-based scenario experiment was adopted to enhance internal validity and demonstrate causality using a sample of 599 construction professionals. The results indicated that construction professionals' workplace well-being increased when the receiving and giving of helping behaviors were balanced at higher levels and partially highlighted that construction professionals experienced greater workplace well-being when they received more help than they gave. Moreover, the serial mediating roles of the satisfaction of basic psychological needs and the meaning of work were identified as the self-determination mechanism underlying the impact of the fit between receiving and giving helping behavior on construction professionals' workplace well-being. This study contributes to the body of knowledge by advancing the understanding of helping behavior by investigating the (in)congruent effects of receiving and giving helping behavior on construction professionals' workplace well-being, addressing a critical gap in prior research that treated these behaviors separately. Furthermore, it also provides insights for management and construction professionals to better understand the nature of helping behaviors and provides recommendations for more effectively supporting the workplace well-being of construction professionals.

Project Manager's leadership styles are responsible for translation of governmentality at the project level and project performance. However, variations in project manager's leadership style in a certain form of governmentality has received lesser attention. This study considers authoritative governmentality (AG) as an antecedent and centralization in governance structures (CEN) as moderator to understand the variations of transformational and transactional project managers to observe their cumulative impact on project performance. Using quantitative approach, this study collects data through convenient sampling via a questionnaire from engineering and construction project-based organizations in Pakistan. The study uses Partial Least Square Structural Equation Modeling and process tool to test the hypotheses. Later, Artificial Network Approach is used to validate the model and rank the variables. Based on the study results, AG has a positive and significant impact on project performance, when there is an indirect effect of CEN on the mediation of transactional project manager. On the contrary, transformational project managers do impact project performance but overall they are less suitable in the context characterized by AG and CEN. The article extends the existing theorization of the sociological perspective of governance to explicate the importance of synchronization of human-versus-human and human-versus-structure for enhancing project performance.

Inter-organizational networks are frequently used to execute large and megaprojects. This study develops a theoretical framework for the governance of these networks. Twenty-eight case studies, each representing a network for a project, were assessed using 124 interviews in ten countries. A three-layer governance model is derived from the analysis. At the lowest layer (network governance) is the individual network of organizations collaborating in a project. This layer is explained through Multi-level Governance Theory. The intermediate layer (governance of networks) addresses the steering of the different networks these organizations are part of, such as for training, certification, safety etc.. At the top layer (metagovernance) are the ground-rules, set by governments or other investors to regulate how the two other layers are allowed to set up their governance. The study’s resulting theory combines three so far separate levels of governance into an overall understanding of large inter-organizational networks for projects. It provides parameters for practitioners to optimize their networks for better project results.

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PurposeVariations of human-versus-structure and within-humans at the organizational and the project level are critical in shaping the internal arrangement for effectiveness of project-based organization's (PBOs) governance. Recent discourse presents governmentality at the organizational level and leadership at the project level as human agency of governance, whereas governance structures to be their counterpart. However, project-level mechanisms of governmentality that can help to understand possible variations among these governance dimensions remained veiled. This study uses institutional theory to explore these internal arrangements accommodated by variations of PBOs governance dimensions at the project level.Design/methodology/approachThe study followed Eisenhardt protocols of multiple case study design using an abductive research approach. Considering the heterogeneity of governance as a phenomenon in literature, boundary conditions were established before theorizing the model of the study to avoid ambiguities and define the research scope. Five PBOs were chosen using theoretical sampling, yielding 70 interviews. Data were analyzed by constant comparison with theory, using replication logic and cross-case analysis.FindingsFindings revealed that project managers perform a buffer function for governmentality at the project level. Identified mechanisms of governmentality at the project level included two downward mechanisms, i.e. communication and informal interactions of governors, and two upward mechanisms of adaptation and reciprocity by project managers and project team members. Cross-analysis for variations among PBOs' governance at the project level revealed seven arrangements showcasing synergies or contrasts.Originality/valueThe study adds to organizational project management literature by advancing the significance of congruence between humans and structures in project governance. Furthermore, the synchronization of the project manager's leadership style with the governmentality approach and governance structure of PBOs is of crucial importance at the project level. Findings suggest the same by showcasing synergetic versus contrasting internal arrangements accommodated in varying PBOs governance dimensions. Implications highlight that synergies among PBOs governance dimensions and project manager's styles can minimize conflicts and inconsistencies in governance implementation, whereas contrasts might trigger them.

PurposeThis study aims to explore the different effects of inter-community group networks and intra-community group networks on group innovation.Design/methodology/approachThe authors used a pooled panel dataset of 12,111 self-organizing innovation groups in 463 game product creative workshop communities from Steam support to test the hypothesis. The pooled ordinary least squares (OLS) model is used for analyzing the data.FindingsThe results show that network constraint is negatively associated with the innovation performance of online groups. The average path length of the inter-community group network negatively moderates the relationship between network constraint and group innovation, while the average path length of the intra-community group network positively moderates the relationship between network constraint and group innovation. In addition, both the network density of inter-community group networks and intra-community group networks can negatively moderate the negative relationship between network constraint and group innovation.Originality/valueThe findings of this study suggest that network structural characteristics of inter-community networks and intra-community networks have different effects on online groups’ product innovation, and therefore, group members should consider their inter- and intra-community connections when choosing other groups to form a collaborative innovation relationship.

This study operationalizes and tests a multilevel governance model for interorganizational project networks. Results of a qualitative multicase study are used to develop a framework model with three levels of governance, namely metagovernance, governance of networks, and network governance. This framework is validated through a global survey with 225 responses. Type I and Type II governance are confirmed as the organizational elements of network governance, and the relationships between the different levels are established. Metagovernance directly impacts network governance and this relationship is mediated through governance of networks for Type I governance and moderated through governance of networks for Type II governance.

反馈寻求行为对员工与组织均有着不可忽视的积极影响,但过度的反馈寻求行为也可能起到适得其反的作用,因此如何将其控制在一个合理区间之内便成为待解决的问题.本研究基于目标设置理论与角色清晰度理论,通过443份有效样本,探究变革型领导对员工反馈寻求行为的影响.研究结果表明,变革型领导对员工向上级反馈寻求行为与向同事反馈寻求行为的影响存在差异,前者为倒U型关系,后者为正向关系.员工目标承诺在变革型领导与员工反馈寻求行为之间起部分中介作用.目标清晰度正向调节变革型领导与员工目标承诺之间的关系,过程清晰度则负向调节员工目标承诺与员工反馈寻求行为之间的关系.本研究有助于为员工反馈寻求行为的管理提供有效指导.

政府和社会资本合作(PPP)在我国已有三十多年的发展历程,形成了独具中国特色的PPP 模式,走出了一条特点鲜明的PPP发展之路.然而,随着PPP项目规模的不断扩大,PPP在实际应用中的问题也逐步凸显.其中,作为PPP项目最重要的两个利益相关者,政府和社会资本之间的制度逻辑冲突是 PPP项目中最为典型也最为根本的问题.如何使公私双方理解、包容与尊重彼此的价值目标,在公共利益逻辑与资本利益逻辑之间求同存异,已经成为政府和社会资本双方开展良性合作、推动项目有效实施的关键.本文探索公私制度逻辑冲突与社会资本在PPP项目中合作行为之间的作用机理,通过理论建模与实证分析,对公私制度逻辑冲突、社会资本视角下和政府之间的相互依赖与关系嵌入及社会资本合作行为四个构念之间的内在联系与影响关系进行分析与检验.本文旨在揭示公私制度逻辑冲突对社会资本在PPP项目中合作行为的影响机理与作用路径,进而深化相关理论研究,为政府和社会资本对PPP项目进行治理提供有效指导.

Governance of interorganizational networks for joint project execution has become a popular research theme in recent years. However, little is known about how the knowledge in this field is structured and how to further develop it based on the given structure. This systematic literature review identifies three main categories of literature in this field: design of network governance, network performance, and theory in network governance. Each of these categories is further divided into subcategories, which are assessed for the timely development and current state of knowledge. This provides the foundation for the development of a research agenda, which includes configurational understanding of network governance design, governing for temporary organizing particularities, and level-crossing theoretical development.

ABSTRACTStructural and sequential ambidexterity are proved to be two prevalent approaches in managing tension between exploration and exploitation. Dominant studies have treated the two approaches as mutually exclusive but have provided less insight about their combination, and the organizational configurations that advance such combination, which is a major meaningful gap explored in the current study. This study aims to explore the configurations of organization design choices to combine structural and sequential approaches from a holistic perspective. We apply fuzzy-set qualitative comparative analysis (fsQCA) to analyze the empirical data collected from 102 firms in China. The results show that firms attain high ambidexterity with both separated and blended configurations. Blended ones demonstrate that the structural and sequential approaches can be combined in a way that one approach dominates and the other subordinates. Organizational design mechanisms regarding the configurations for combining structural and sequential approaches are concluded as multielements (complements and substitutes) and multilevels (fit and interaction). These findings are also interpreted through the Chinese ‘Yin-Yang’ framework, which introduces ‘Yin-Yang balancing’ into the ambidexterity literature.

The global pandemic and the economic downturn have raised scholarly and practical concerns about project resilience. The growing literature on resilience management in projects calls for research on improving project resilience through governance measures. In this chapter, we theorize resilience governance by generating insights from four case megaprojects in China. The results reveal that for projects to be resilient, project participants are encouraged to form a loosely coupled system. A resilience governance model encompassing multilevel governance (macro, meso, and micro level) and mixed governance mechanisms (contractual, relational, and hierarchical governance) is proposed. Practical and theoretical contributions are discussed.

The resilience of interorganizational projects has attracted increasing attention from researchers and practitioners. However, the impact of governance of interorganizational relationships on project resilience has not been understood or empirically investigated. Using dynamic capability theory, this study investigated the mechanism by which interorganizational governance influences project resilience. According to the literature and theoretical analysis, resource reconfiguration is identified as a mediator between interorganizational governance and project resilience. It was conducted by a quantitative analysis of a survey of the engineering industry in China using structural equation modeling. The findings show that both contractual governance and relational governance are enablers of project resilience. This unpacks how this relationship can be achieved through resource reconfiguration as the mediator and contract governance partially function through relational elements. Drawing on the dynamic capability view, our findings enrich the body of knowledge of resilience in the project realm by exploring the impact of contractual and relational governance mechanisms on project resilience.

Increasingly, scholars are recognising the importance of resilience in projects. However, there is a lack of research on the resilience of temporary inter-organisational projects while considering the intricate relationship among multiple stakeholder organisations. We conducted an embedded comparative case study to investigate the mechanisms how stakeholder relationships involving prior ties and inter-organisational governance in the project support its resilience. Our results show that few prior ties among stakeholders keep them vigilant, fostering the readiness and preparedness for resilience, while many prior ties keep social solidarity among stakeholders, fostering the response and recovery for resilience. Contractual and relational governance improves resilience by clarifying stakeholders' roles and responsibilities and forming collective cognition, respectively. We believe a plural governance design based on prior ties among stakeholders will improve resilience of the inter-organisational project, by promoting dynamically distributed and centralised stakeholder engagement in preparing, responding and recovering from the unexpected.

Project employees suffer increasing pressures brought by uncertainty, complexity, and temporality, especially in the architecture, engineering, and construction (AEC) industry. Complicated by both need-related factors and stress-related factors, a variable-centered approach to test the main effects of stressors on employee well-being cannot detect distinct configurations that may lead to the same outcome. Combining self-determination theory (SDT) and conservation of resources theory (COR), our study investigated the configural impacts of job stressors and psychological needs on employee well-being in Chinese AEC projects. By collecting 265 questionnaires from 27 Chinese AEC projects, we conducted a fuzzy-set qualitative comparative analysis (fsQCA), and found that (1) the combination of SDT and COR provides multiple equifinal configurations sufficient to produce high or low employee well-being, and SDT is more salient than COR for the interpretation of well-being in AEC projects; (2) counterintuitively, role overload and role conflict can be contributive to employee well-being when certain psychological needs are satisfied; role ambiguity needs to be avoided for its salient threats to well-being; and (3) need for relatedness is particularly salient in all configurations for employee well-being in Chinese culture. We also found evidence for causal asymmetry for high and low well-being. Our person-centered approach yielded more theoretically consistent results than a variable-centered approach. Theoretical and practical implications were discussed.