TY - JOUR
T1 - Enabling projects for strategic implementation
T2 - Role of designated project manager in CEO-TMT interface during project front-end investment decisions
AU - Yang, Xiaotian
AU - He, Bei
AU - Wang, Linzhuo
AU - Yu, Miao
AU - Zhu, Fangwei
N1 - Funding Information:
The research is supported by grants from the Natural Science Foundation of China (Grant Nos. 71734001, 71772024 and71702022).
Publisher Copyright:
© 2021
PY - 2021/8
Y1 - 2021/8
N2 - This study explores how the designated project manager (DPM) deals with the CEO-top management team (TMT) interface to enable projects for strategic implementation. During the project front-end investment decision, their respective key capabilities in Awareness-Motivation-Capability phases are analyzed through a case study. The evidence showed that the DPM indeed plays a key role in the CEO-TMT interface in the process. He/she plays the role of a communicator in the interface in the motivation phase by the observing, networking, and information-searching capabilities, and plays the role of an integrator in the interface in the capability phase by the coordinating and reconfiguring capabilities. Beside, he/she helps the project owner play the role in developing project business cases aligned with strategic development. It enriches project governance theory, identifies the DPM's role in the project front-end decision-making process before project commencement, and enriches the upper echelons theory into project management fields.
AB - This study explores how the designated project manager (DPM) deals with the CEO-top management team (TMT) interface to enable projects for strategic implementation. During the project front-end investment decision, their respective key capabilities in Awareness-Motivation-Capability phases are analyzed through a case study. The evidence showed that the DPM indeed plays a key role in the CEO-TMT interface in the process. He/she plays the role of a communicator in the interface in the motivation phase by the observing, networking, and information-searching capabilities, and plays the role of an integrator in the interface in the capability phase by the coordinating and reconfiguring capabilities. Beside, he/she helps the project owner play the role in developing project business cases aligned with strategic development. It enriches project governance theory, identifies the DPM's role in the project front-end decision-making process before project commencement, and enriches the upper echelons theory into project management fields.
KW - CEO-TMT interface
KW - Capability
KW - Project front-end investment decision
KW - Project governance
KW - Project manager
UR - http://www.scopus.com/inward/record.url?scp=85107077276&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=85107077276&partnerID=8YFLogxK
U2 - 10.1016/j.ijproman.2021.05.001
DO - 10.1016/j.ijproman.2021.05.001
M3 - Article
AN - SCOPUS:85107077276
SN - 0263-7863
VL - 39
SP - 620
EP - 632
JO - International Journal of Project Management
JF - International Journal of Project Management
IS - 6
ER -