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This article discusses cultural intelligence and its importance in enhancing adaptive leadership. Cultural intelligence consists of motivational, cognitive, metacognitive, and behavioral capabilities. These capabilities enhance the ability to cope with change and support the adjustment to culturally diverse situations. This conceptual paper extends an existing model of adaptive leadership based on adaptive capacity and adaptive skills. We introduce a model linking cultural intelligence to adaptive leadership. Adaptive leadership involves flexing one's thinking and behavior in response to organizational challenges. We demonstrate an application of the model to a workplace scenario and portray effective and ineffective responses to handling the challenges of a non-inclusive workplace. The four cultural intelligence capabilities promote mental and behavioral flexibility essential for transformative learning (learning by assimilation and accommodation). Cultural intelligence further enhances the ability to apply adaptive skills (i.e., cultural competence, knowledge acquisition and use, creating synergy from diversity, and adopting a holistic and sustainable vision). Our paper elaborates on an adaptive leadership model. We advance adaptive leadership requirements thinking through our interpretation, whereby adaptive capacity is general and context-free, but adaptive skills are specific and context-dependent. We also introduce a conceptual model on the relationship between cultural intelligence and the adaptive leadership requirements of adaptive capacity and adaptive skills. In this model, cultural intelligence positively influences adaptive capacity and adaptive skills.

PurposeAchieving project performance goals in extremely resource-constrained environments, such as those of social enterprises, is challenging. These organizations often employ bricolage – making the most of available resources – to navigate challenging landscapes. This study aims to understand how bricolage capabilities enhance or attenuate organizational project outcomes in resource-constrained social enterprises.Design/methodology/approachAn exploratory survey was conducted to understand project management practices in Canadian social enterprises. Established scales were used to measure constructs with confirmatory factor analysis, and linear regression was employed to analyze relationships.FindingsThe study provides empirical evidence of the positive influence of bricolage on organizational project performance, with a crossover interaction observed for moderators – entrepreneurial leadership and project management capabilities. While project capabilities strengthen the positive impact of bricolage capabilities on project performance, entrepreneurial leadership has the opposite effect.Practical implicationsThe insights from this study offer an initial roadmap for project managers for effective resource acquisition and utilization through bricolage, ultimately enhancing project management effectiveness in resource-constrained environments.Originality/valueDespite the crucial role of bricolage capabilities in resource-constrained environments, the project management literature has largely neglected this concept. It is unclear how organizations use bricolage to manage projects. This lack of understanding challenges organizations, hindering their ability to apply bricolage consistently and thoughtfully in managing projects. Our study provides a deeper understanding of how bricolage facilitates project performance and enriches our understanding of it as an effective resource mobilization strategy within social enterprises.

PurposeThis research draws on the resource-based view of the firm from strategic management and applies it to a study of competitive advantage in the project management context. The relationship between the characteristics of project management resources, focusing on organizational support for the project management process, and outcomes of the project management process are examined.Design/methodology/approachThis study uses data gathered from 437 North American project management professionals with an existing survey tool that was used in a prior smaller sample study. The study uses Barney’s VRIO framework that assesses resources as valuable (V), rare (R), inimitable (I) and organizationally supported to leverage their value (O). The conceptual model hypothesizes relationships between the project management asset characteristics (valuable, rare, and inimitable), organizational support for the project management process, and project management performance outcomes (both project and firm level). Hypotheses are tested using factors extracted from a confirmatory factor analysis (CFA). The factors extracted include two factors representing valuable project management asset characteristics, one factor representing rare project management asset characteristics, one factor representing inimitable project management asset characteristics, two factors representing organizational support for the project management process, one factor representing project-level performance and one factor representing firm-level performance.FindingsProject management assets that are considered valuable and organizational support for the project management process are found to contribute positively to project management process outcomes. No advantage was perceived from rare and inimitable project management assets. Project-level performance was found to significantly mediate the relationship between organizational support and firm-level performance.Practical implicationsThis study draws managerial attention to organizational support for the project management process as a source of competitive advantage through its positive affect on both project-as well as firm-level performance.Originality/valueThe study uses a survey tool from previous research with a new, larger dataset to contribute to the understanding of the importance of organizational support for the project management process in a quest for both project success as well as a firm's competitive advantage.

PurposeThis paper aims to understand the challenges of managing projects in hybrid organizations. The authors explore how organizations with persistent competing institutional logics strive to balance competing priorities, and the authors craft a research agenda to examine the capabilities to manage projects in hybrid organizations.Design/methodology/approachThe authors focus on the social enterprise hybrid organizational form to study how such organizations manage persistent competing social and economic logics. The authors review the project management and social enterprise literature to generate new insights and suggest future research directions for theory development for project management.FindingsThe understanding of the influences of the institutional context on the management of projects is still quite limited. The authors propose that project managers need adaptive capabilities to address how the dual logics, and their corresponding different expectations, can be flexibly combined. The objective is not to reduce the complexity due to the different logics, which is the focus of much of the literature on institutional complexity. Instead, the focus is on how to incorporate dual logics into a successfully blended hybrid organization.Originality/valueThere is a dearth of literature about how projects are successfully managed in hybrid organizations with persistent competing institutional logics, like social enterprises, and important questions remain to be answered. This paper offers new insights on the capabilities required to flexibly combine dual logics that would generally compete and create conflict on projects in hybrid organizations.

Purpose The purpose of this paper is to study how project-level performance mediates the effect of project management assets on firm-level performance by examining the direct and mediated relationships between the project management process characteristics: valuable, rare, inimitable and organizationally supported on project-level and firm-level performance outcomes. Design/methodology/approach This paper analyzes data from an online survey completed by 198 North American Project Management Institute® members. Linear regression and Sobel Tests are used to examine the relationships between nine factors extracted from an exploratory factor analysis that comprise project management asset characteristics, one factor that comprises project-level performance outcomes, and one factor that comprises firm-level performance outcomes. Findings Not only does project-level performance positively and significantly affect firm-level performance, but project-level performance also significantly mediates the effect of project management asset characteristics (for all nine factors) on firm performance. Research limitations/implications Limitations of this study include sample size and self-report bias, calling for a larger sample in ongoing research. Practical implications This study contributes to the stream of literature on project management assets as sources of competitive advantage and makes the case for sustained organizational investments in the project management process. Originality/value This paper contributes to the limited, but increasing interest in applying the resource-based view of the firm to project management capabilities as a source of competitive advantage.

Purpose The purpose of this paper is to draw on the resource-based view of the firm from strategic management and apply it to a study of competitive advantage in the project management context. Confirmatory factor analysis (CFA) is used to examine the factors that constitute strategic characteristics of project management resources and outcomes of the project management process. Design/methodology/approach This study gathered data from 437 North American project management professionals using an existing survey tool from prior research involving a smaller sample. Findings The final model derived from CFA demonstrated construct validity, meaning acceptable convergent and discriminant validity. It showed only minor differences from a prior exploratory factor analysis (EFA). The final model consisted of two factors representing valuable project management characteristics, one factor representing rare project management characteristics, one factor representing inimitable project management characteristics, three factors representing organizational support for project management assets, one factor representing project-level performance and one factor representing firm-level performance. Research limitations/implications Limitations of the study include self-report bias and the use of a panel for data collection. Practical implications This study draws managerial attention to project management characteristics that constitute a source of competitive advantage. Originality/value The study validates a survey tool from previous research, reflects few deviations from factor structure of the prior EFA, and sets the stage for future research to elaborate on the conceptual model. It extends understanding of the characteristics of project management assets that lead to a firm’s competitive advantage.

Purpose - This paper aims to present a high-level conceptual framework to strengthen the conceptual bridge between project management and workplace learning by applying situated learning theory to project management practice to guide shared learning within and between projects.Design methodology approach - The paper bridges situated learning theory from the workplace learning literature and the resource-based view (RBV) of project management from the strategic management literature, using them as lenses to view two learning mechanisms in the project management domain, project reviews and communities of practices.Findings - The paper finds that situated learning theory can be applied to project management to highlight processes that enable capability development through shared project learning.Research limitations implications - This paper is conceptual in nature and intended to make a case for empirical research that draws on workplace learning literature which is useful to project management as there remains the challenge of leveraging these perspectives for project management practice.Practical implications - The paper believes that situated learning theory offers insights that can be leveraged to make project management environments more effective through improved intra-project and inter-project shared learning.Originality value - This paper presents a high-level conceptual framework to bridge situated learning theory to the RBV of project management. The paper finds that situated learning theory is well suited to contribute to an understanding of shared learning in projects and justifies future research.

Purpose - The purpose of this paper is to examine characteristics of project management assets and project management performance outcomes as a step towards exploring the link between assets being valuable, rare, inimitable, and having organizational support and the achievement of competitive advantage.Design methodology approach - This paper analyzes data from responses to an online survey by 198 North American Project Management Institute® members. Exploratory factor analysis is used to identify characteristics of project management assets and project management performance outcomes.Findings - In total, six factors that comprised the characteristics of project management assets, three factors that comprised organizational support for project management assets, and two factors that comprised the project management performance outcomes were extracted.Research limitations implications - Limitations of this study include sample size, response rate, and self-report bias, calling for a larger sample in ongoing research. This study is a step towards making the link between project management assets and performance outcomes.Practical implications - This study draws managerial attention to project management assets as sources of competitive advantage, applying the resource based view of the firm that assets are sources of competitive advantage if they add economic value, are rare, are difficult to imitate, and have organizational support.Originality value - Few papers have applied the resource based view of the firm to examine project management capabilities as a source of competitive advantage. This paper contributes to the literature on the resource based view of the firm and contributes to an improved understanding of project management as a source of competitive advantage.

Purpose Given the demanding and stressful nature of project work, with a view to explore established concepts of burnout within the project management context, the purpose of this paper is to examine two instruments: the Maslach Burnout Inventory (MBI) and the Areas of Worklife Survey (AWS). Since there is a paucity of literature in project management anchored within the MBI and the Areas of Worklife Survey (AWS), this paper proposes a high-level model on burnout in project management, drawing on the literature underlying these two instruments. Design/methodology/approach Using a conceptual approach, the paper reviews the social psychology literature on burnout and then the narrow stream of literature on burnout in project management. The paper develops and proposes a conceptual model as a foundation to explore the links between the determinants of project manager burnout/engagement and turnover/retention. Findings This paper contributes to an improved understanding of the determinants of project manager burnout, engagement, turnover, and retention. Practical implications The driver for this research is to contribute to the emerging literature on burnout in project management and strategies to help improve engagement and retention of project managers in the discipline – specifically, their tenure in organizations and/or the profession. Originality/value This paper contributes to the topic of burnout in the project management context. An improved understanding of the stressors in project management contexts, and the mechanisms to mitigate the stress, can add to our understanding of project manager well-being, engagement and retention, improved project success, and healthier work environments.