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Purpose Although scholars have provided sufficient empirical evidence on the effect of peer knowledge hiding on new product development (NPD) project team outcomes, little attention has been given to the relationship between project manager knowledge hiding and individual outcomes. Drawing on the job resources-demands model and a dyadic stressor perspective, this study aims to explore the effect of project manager knowledge hiding on subordinates’ turnover intentions as well as the mediating roles of challenge- and hindrance-related stress. Design/methodology/approach This study conducted a multiple-source survey of NPD project managers and their subordinates in China. Hypotheses were tested by using data collected from 171 manager–subordinate dyads in NPD projects. Findings The findings revealed that project manager knowledge hiding was positively associated with subordinates’ turnover intentions, challenge-related stress and hindrance-related stress. Project manager knowledge hiding imposed a positive indirect effect on turnover intentions through hindrance-related stress, whereas the mediating effect of challenge-related stress was not significant. Originality/value To the best of the authors’ knowledge, this study is one of the first to investigate the individual outcomes of top-down knowledge hiding as well as the mediating roles of challenge- and hindrance-related stress in the context of NPD projects.

Purpose Prior to the COVID-19 pandemic, project management was undergoing gradual shift and moving from traditional ways of working toward embracing digitization. The COVID-19 pandemic accelerated this transformation. This paper highlights the importance of digital project management (DPM), its adoption of digital technologies, the changing role of digital project manager, significant and abrupt swing in the rise of virtual teams and the benefits and challenges of remote project teams. This paper aims to discuss the latest development in project management and to lay out the rationale why DPM is here to stay even after the pandemic. Design/methodology/approach The author has based this research on reviewing publications from the project management journals and publications, interviews of project management professionals and analyzing data from a project management consultancy. Findings The pandemic accelerated the digitalization of project management including the adoption of digital tools and technologies, embracing an agile approach to implementing projects; working collaborative in remote teams; and breaking traditional barriers of geography, time zones and fundamentally how project teams collaborate. Practical implications Project management is being digitized, changing how teams work. Fueled by the pandemic, DPM accelerated its momentum. The rate of adoption is likely to be strong after the pandemic. Organizations and individuals should consider embracing DPM but with the full knowledge of both benefits and challenges. Originality/value DPM is still in its early days even though the COVID-19 pandemic accelerated its use. Today and likely after the pandemic, organizations and people are increasingly embracing digital technologies, remote teams and agile project management approaches to project management. It is likely that in the foreseeable future, nearly all project managers will be digital project managers, giving rise to the importance of understanding the challenges and benefits and building the digital skills for both individuals and organizations.

Both sustainability and strategic goals are realized in the course of implementing projects and in this way, projects are crucial for companies. Despite the growing importance of projects and the vast resources allocated to them, the success rates achieved by these projects are still considered low. Numerous reasons have been identified in the literature for why a project might succeed or fail, and it has also been revealed that a competent project manager is a key factor in this process. However, papers have mainly focused on analyzing the required competencies in general, while the sector involved is rarely considered. Thus, this paper investigates, within an exploratory framework, the success and failure rates of projects and project management competencies in Hungarian public- and private-sector organizations by using the Mann–Whitney test. Based on the results, the authors reject the idea that public-sector organizations perform better than those in the private sector, but the analysis of the data also revealed that there were differences in the perceived importance of skills in the two sectors. Customer orientation and business acumen were considered significantly more important in the private sector than in the public sector, based on the sample available. This study also revealed possible correlations among the knowledge areas and skills required. In addition to contributions to the understanding of project success, this paper can also help to improve the project management frameworks applied in public and private companies. Furthermore, the findings can be adapted for projects that require a special attribute, such as sustainability.

There have been many studies in the past that have demonstrated knowledge transfer in a variety of settings. However, only a small proportion of research has focused on knowledge transfer for software project managers. This study explores knowledge transfer factors with the goal of gaining a better understanding of those factors for software project managers at all levels, including those who have prior expertise in the field and those who are new to the field. Qualitative data was acquired through in-depth interviews with 12 software project managers using semi-structured questions to investigate all factors involved. In accordance with the findings, nine potential factors have been identified as influencing knowledge transfer among software project managers. It is anticipated that the findings of this study will be advantageous to the corporate sector, public authorities, and entrepreneurs in the field of project management. The findings can be used as guidelines for software project managers’ practices and progress in knowledge transfer within project management to maximize profits in the business.

Purpose Project manager’s competency is crucial in the construction sector for the successful completion of projects, particularly in the case of developing countries like Nepal. Therefore, it is very essential to select competent project managers by finding the competency factors required by them. Hence, this study aims to identify the characteristics of competent project managers by expert opinion method and to evaluate their competency level by a questionnaire survey to develop a prediction model using a supervised machine learning approach via Waikato Environment for Knowledge Analysis (WEKA), a machine learning tool which predicts Project manager’s performance as “Higher than expected,” “Expected” or “Lower than expected” for the medium complexity construction projects of Nepal (from US$200,000 up to US$10M). Design/methodology/approach The data collection procedure for this research is based on an expert opinion method and survey. Expert opinion method is conducted to find the characteristics of a competent project manager by validating the top 15 competency factors based on literature review. The survey is conducted with the top management to assess their project manager’s competency level. Both qualitative and quantitative approaches are used to collect data for classification and prediction in WEKA, a machine learning tool. Findings The results illustrate that the project managers in Nepal have a high score in leadership skills, personal characteristics, team development and delegation, communication skills, technical skills, problem-solving/coping with situation skills and stakeholder/relationship management skills. Furthermore, among the seven classifiers (naïve Bayes, sequential minimal optimization [SMO], multilayer perceptron, logistic, KStar, J48 and random forest), the accuracy given by the SMO algorithm is highest of all in both the percentage split and k-folds cross validation method. The model developed using SMO classifier by k-folds cross-validation (k = 10) is acknowledged as a final model. Research limitations/implications This research focuses to develop a prediction model to predict and analyze the competency of project managers by applying a supervised machine learning approach. Seven extensively used algorithms (Naïve Bayes, SMO, multilayer perceptron, logistic, KStar, J48, random forest) are used to check the accuracy of models and an algorithm that gives the highest accuracy is adopted. Data collection for this research is carried out by expert opinion method to validate the characteristics (factors) essential for competent project managers in the first round and the description of each factor as high, medium and low is inquired with the same experts in the second round. After an expert opinion, a structured questionnaire is prepared for the survey to assess the competency level of project managers (PMs). The competency level of PMs working under government funded, foreign aided or private projects from the contractor’s side is measured. This research is limited to the medium scale construction projects of Nepal. Practical implications This model can be a huge asset in the human resource department of construction companies as it helps to know the performance level of project managers in terms of “Higher than expected,” “Expected” or “Lower than expected” for the medium complexity construction projects of Nepal. Also, the model will assist human intelligence to make the decision while recruiting a new project manager/s for different types of projects at a time. Moreover, the model can be used for self-assessment of project manager/s to know their performance level. The model can be used to develop a user friendly interface system or an application such that it can be conveniently used anywhere any time. Social implications This research shows that most of the project managers working in a medium complexity construction project of Nepal are male, maximum of them hold bachelor’s degree and study for road projects. Furthermore, most of the project managers scored high in leadership skills, personal characteristics, communication skills, technical skills, problem-solving/coping with situation skills, team development and delegation and stakeholder/relationship management skills. The model has given the “Personal characteristics” attribute the highest weightage. Likewise, other attributes having high weightage are communication skills, analytical abilities, project budget, stakeholder/relationship management, team development and delegation and time management skills. Originality/value This research was conducted to find the competency factors and to study the competency level of project managers in Nepal to develop a prediction model to predict the PM’s performance using a machine learning approach in medium scale construction projects. There is a lack of research to develop a model that predicts project manager’s competency using the machine learning approach. Therefore, the predictive model developed here helps in the identification of a competent project manager as it will be advantageous for project completion with a high success rate.

PurposeLittle research has focused on abusive supervision in the context of project management, despite its prevalence and detrimental influence on the psychological health of subordinates. Therefore, drawing on affective event theory (AET), this study sought to investigate supervisor-level antecedents of abusive supervision by considering the mediating role of emotional exhaustion and moderating role of psychological resilience.Design/methodology/approachUtilizing a time-lagged design, data were collected through questionnaires from project managers and their immediate subordinates in construction projects. PROCESS macros were utilized to analyze a sample of 241 supervisor-subordinate dyads.FindingsThe findings revealed that time pressure and emotional exhaustion significantly predicted project manager abusive supervision. The authors also found that emotional exhaustion mediates the relationship between time pressure and project manager abusive supervision. Furthermore, the results show that highly resilient project managers become less emotionally exhausted when facing time pressure. Lastly, psychological resilience moderated the indirect effect of time pressure on project manager abusive supervision through emotional exhaustion.Originality/valueAccording to Fordjour et al., abusive supervision is a critical factor that deteriorates the psychological health of subordinates in the project. Nevertheless, this phenomenon remains uninvestigated. Therefore, this research contributes to the project management literature by investigating key predictors of abusive supervision, thus filling both a theoretical and practical gap.

Purpose This paper aims to extend the theory relating to knowledge sharing barriers and enablers in the public sector information and communication technology (ICT) project context. Design/methodology/approach A case study method was used whereby project managers from each of the seven departments of the Victorian Public Sector in Australia were interviewed about their knowledge sharing practice. A semi-structured interview instrument based on Riege’s (2005) barrier framework was used to explore the barriers to knowledge sharing that they experienced as part of their work. Findings The study found that many of Riege’s (2005) barriers did not apply in the public sector ICT project environment, demonstrating that context matters. In addition, five enablers were identified, resulting in a new model of enablers and barriers to knowledge sharing in public sector ICT projects. Research limitations/implications This study focuses on a single case, the Victorian Public Sector, and consequently the results are not generalisable. Future research should explore the applicability of the model in other public sector ICT project contexts. Practical implications The study highlights the relationship between knowledge sharing and the project manager and the role it plays in project delivery. The model presented provides a starting point for public sector practitioners to develop their knowledge sharing practice, potentially enhancing project outcomes in the process. Originality/value This study examines barriers to knowledge sharing in an under-researched context, that of the public sector ICT project environment. It builds on current theory and provides insights for practitioners in the public sector.

How do we become good project managers? What does it take to become a true professional? This book gives depth to these crucial questions. It explains and illustrates the experiences and professional capacities we must acquire to become good at what we do. The entry point is project management, and this entry point is used to define what in general makes us become good professionals. The book shows that our professional capacity is so much more than our technical abilities and shows that becoming a true professional today is defined by three key factors: * Our ability to accumulate relevant professional reference points and contexts. * Our ability to juggle technical, people, power, and unforeseen professional agendas. * Our ability to memorize our experiences in useful mental models. The world will end up having around 8 billion professionals, which means that more than 150,000 new professionals will enter the workforce every day for the next 75 years. This will dramatically change our professional context. This book is for everyone who wants to sharpen their professional skills and mental models to stay relevant.

Purpose Steered by upper echelon theory, this study aims to scrutinize the prevalence of project manager demographic factors (age, education and experience) in project sustainability management and project performance. Design/methodology/approach We used a sample of 209 project managers/supervisor/team leaders who were working in the projects of the China-Pakistan Economic Corridor (CPEC). Findings The results indicate that project manager demographic factors have a significant influence on project performance (except experience) and project sustainability management. Moreover, project sustainability management partially mediates the relationship between age, education and project performance while it fully mediates the path between experience and project performance. Practical implications The research recommends senior, high educated and experienced managers for CPEC who promote sustainability and gain high project performance. Originality/value A number of studies have been carried out to assess the relationship between top managers’ attributes and environmental activities. However, so far, none of the studies has paid attention to the CPEC and projects working in Pakistan.