Recent Trends in Theory Use and Application within the

Journal of Engineering, Project, and Production Management 2016, 6(1), 25-52

Recent Trends in Theory Use and Application within the Project Management Discipline

Nathan Johnson1, Todd Creasy2, and Yang Fan3 1Assistant Professor, School of Economics, Management & Project Management, Western Carolina University,

104 Forsyth, Cullowhee, NC, 28723. E-mail: [email protected] (corresponding author). 2Associate Professor, School of Economics, Management & Project Management, Western Carolina University,

104 Forsyth, Cullowhee, NC, 28723. E-mail: [email protected] 3Associate Professor, School of Economics, Management & Project Management, Western Carolina University,

104 Forsyth, Cullowhee, NC, 28723. E-mail: [email protected]

Project Management Received September 16, 2015; received revision November 16, 2015; accepted on November 21, 2015

Available online January 16, 2016

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Abstract: The following paper highlights the theories used to further project management (PM) research spanning the 15 year time period of 1999-2013. The analysis examined 273 articles drawn from seven widely recognized PM journals with the aim of uncovering the most utilized theories in the discipline’s academic investigations. The review found these theories to be: Stakeholder Theory (ST), Fuzzy Sets Theory (FST), Utility Theory (UT), Theory of Constraints (TOC), and Actor-Network Theory (ANT). This collection of theories represents a diverse group of thought constituting a large portion of the PM literature’s theoretical foundations. Both UT and TOC have diminished in popularity while ANT and ST have improved in favor; FST has remained consistent in its use. The appendix to this manuscript includes a “ready reference” of all the theories utilized in PM research found within the reviewed journal outlets from the 15 year review period.

Keywords: Theory review, actor-network, fuzzy sets, constraints, stakeholder, utility.

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1. Introduction

Since the early 1950s, project management (PM) has been viewed as an academic “discipline” (Cleland and Gareis, 2006, p. 1). Over the years, PM has come into its own as a major sub-discipline within the management field, and has generated multiple avenues of academic knowledge, streams of practitioner methodology, and a library of best practices.

In an appendix to the Project Management Institute’s (PMI) report on the future of PM (PMI, 1999), Fugate and Knapp (1999) posited that a body of theoretical knowledge is a key component of any established profession, and mastery of that theory, along with practical skill, separates profession from craft. The PM literature is replete with manuscripts utilizing theories from several of the reference disciplines, including psychology, engineering, and mathematics. PM academics have posited theories of PM (Shenhar and Dvir, 1996), as well as claimed there are no definitive theories of PM (Koskela and Howell, 2002). Taken as a whole, the broad collection of literature, grounded in a wide range of theory from multiple reference disciplines, represents the body of knowledge in the practice and art of PM.

PMI’s 2014 Research and Education Conference was entitled Standing on the Shoulders of Giants: In Search of

Theory and Evidence. Concerned with the future of the discipline and the further development of PM knowledge, it highlighted how the discipline should build upon the research that has already been done in the field to further advance PM knowledge. Part of the conference’s stated theme was to ascertain the role of theory within the discipline, and investigate if any progress has been made on further developing a theory of PM as called for in Koskela and Howell (2002). Clearly the PM discipline is beginning to pay more attention to the role of theory and theory development.

In light of this call for a greater understanding of the use of theory in the discipline, we offer the following paper as a guide to existing theory use within the PM discipline. In the following pages we address these research questions:

1. What are the top theories utilized in the PMliterature over the period 1999-2013?

2. How were these top theories applied to PM researchand practice?

3. What were the top theories usage trends, if any,during the period?

https://crossmark.crossref.org/dialog/?doi=10.32738/JEPPM.201601.0004&domain=pdf&date_stamp=2016-01-31

The remainder of this manuscript catalogues the primary theories cited in PM literature spanning the 15 years 1999-2013. Further, it offers the academic and practitioner alike a ready reference to the multitude of theories and theory development that has helped shape the academic body of knowledge within the PM discipline. Specifically, the manuscript uncovers the five most cited theories in PM literature, relates the theory’s conception, and describes its application within PM literature and practice. The appendix also contains a detailed recounting of all papers and theories reviewed in the preparation of the manuscript, providing a quick reference for future research.

2. Method

To build this review, the appropriate academic journals had to be identified. We followed the lead of Littau et al. (2010), a previously published literature review, and used the identified PM outlets from that investigation. The following seven journals were used in this literature review: Project Management Journal, International Journal of Project Management, International Journal of Managing Projects in Business, Construction Management and Economics, Journal of Construction Engineering and Management, Automation in Construction, and International Journal of Project Organisation and Management. The search dates for the

review were 1999 to 2013. Editorials, book reviews, and other non-peer reviewed items were discarded, scoping our review to peer-reviewed work only (Littau et al., 2010).

The target journals were then examined for the words “theory” or “theories” within the title, abstract, and/or key words to identify study-relevant articles. For papers containing more than one theory, the dominant (or base) theory was considered to be that manuscript’s primary theory. Next, the relevant articles were categorized by theory and tabulated. After tabulation, the five top theories were investigated to ascertain the theory’s primary use in its originating paper. Then, we captured how the theory has been positioned in the PM literature. Based on the theory’s positioning in the PM literature, we developed conceptual “themes” for each theory (please refer to Fig. 1 for research process).

After analysis was conducted of all papers published in the reviewed journals, the top five theories in use were: Theory of Constraints, Actor Network Theory, Fuzzy Sets Theory, Utility Theory, and Stakeholder Theory. Please refer to Fig. 2 for a visual of their frequencies across the review time period. Each theory is detailed in the following section according to this format a) theory’s origin; b) theory discussion; c) theory’s general application; and d) theory’s use in PM.

Fig. 1. Research process

Journal of Engineering, Project, and Production Management, 2016, 6(1), 25-52

26 Johnson, N., Creasy, T., and Fan, Y.

Fig. 2. Papers by theory and publication year

3. Analysis of the top five cited theories from the reviewed PM literature, 1999-2013

3.1. Fuzzy Sets Theory

Fuzzy Sets Theory (FST) found its genesis in a 1965 paper by Lofti Zadeh. The term “fuzziness” defines a symbol that characterizes a set of objects with ambiguous borders (Dubois and Prade, 1980). In Zadeh’s original manuscript, he used the notion “classes of objects” and posited that most “…classes of objects in the real physical world do not have precisely defined criteria of membership” (1965, p. 338). He followed this with an example using a “class” of animal. We know that animals are cats, lions, sharks, etc.; dirt, furniture, and cars are clearly not in that class of objects… there is no question. However, the status of dogs, fish, and moose within the class “animal” is more nebulous. This same ambiguity can be applied to all manner of objects, including numbers. Since many objects don’t fall into easily defined categories, FST has been hailed as an appropriate vehicle for modeling virtually any type of vague or ill-defined phenomena (Smithson, 1982). FST sharpens “fuzzy” inputs such as oral statements, by converting them to quantitative data through mathematics and formal logic (Klir and Yuan, 1995).

Although not found directly in the PM literature, FST began to appear in the literature of related disciplines in the late 1980s. Lehtimäki (1987) applied FST to supply chain management issues regarding supplier approval of customer change orders. Since change orders may require multiple decisions to be made regarding scheduling and delivery, factors that are often fluid and ill-defined, fuzzy logic could be applied to address them. Kangari and Halpin (1990) soon followed in their work utilizing FST to investigate the need-based, technological, and economic feasibility of automation in various construction projects. Recently, Kabir and Sumi (2013) combined FST and Delphi Method to develop a multi-criteria inventory classification model.

FST started to come more into the sphere of PM in the mid-90s, with heavy emphasis continuing in the construction literature. Huat and Low Sui Pheng (1994) applied FST in their discussion of the Singapore construction industry and the industry maturity grid (IMG) tool. By applying FST to decision models in the IMG, the authors found its typical qualitative features can be converted to a semi-quantitative method for capturing expert judgments via a linguistic scale (e.g. comments such as “highly unlikely” are converted to a numerical scale). Continuing in a construction theme, Moselhi (1995) proposed a risk-pricing algorithm utilizing FST to help contractors decide on appropriate bid prices for highway construction projects. That same year, Wong and So (1995) posited a reasoning model utilizing FST to assist in contract type decision making processes.

Mak (1995) reviewed analytical risk analysis in the construction industry and opined that although information technology (IT) resources were making risk analysis more affordable and precise, they were not always the most accurate. FST was found to be applicable to risk analysis making it a viable alternative to IT enabled analysis. Risk analyses utilizing FST were found to provide more accurate and interpretable results than IT enabled analysis (Mak, 1995). Lorterapong and Moselhi (1996) further brought FST into the PM literature when they applied the theory to network scheduling and path creation.

More recently, and within the scope of our literature review, the PM discipline has found a range of uses for FST. For instance, FST has been used to analyze risk elements in the development of project financial models (Sachs and Tiong, 2009), construction projects (Baloi and Price, 2003; Nieto-Morote and Ruz-Vila, 2011; Okoroh and Torrance, 1999), and has aided in the creation of enterprise risk management schema (Zhao et al., 2013). The theory has also been utilized to develop a monitoring and controlling geographic information decision support system (DSS) for excavation activities (Cheng et al., 2002), as well as a DSS for observing hillside stabilization rates (Cheng and Ko, 2002). FST has also

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Recent Trends in Theory Use and Application within the Project Management Discipline 27

been used in fault tree analysis (Nang-fei Pan, 2006) and found to be useful because estimating the probability of fault events related to human error was difficult. The FST model developed in the paper can be helpful for safety engineers to better assess the integrity of buildings.

FST has been found a useful method for tackling the vagueness of cost, time, and activity duration inputs (Ashuri and Tavakolan, 2012; Chou et al., 2013; Maravas and Pantouvakis, 2012; Shi and Blomquist, 2012; Wang and Liang, 2004). It has also been used to examine a range of trade-off problems (time and cost) (Eshtehardian et al., 2008; Sou-Sen Leu and An-Ting Chen, 2001; Zahraie and Tavakolan, 2009; Zheng and Ng, 2005). Ammar et al. (2013) and Kishk (2004) examined whole-life costing models and the utilization of FST in providing data and input where historical and other empirical data are imprecise.

FST has been used to analyze enterprise resource planning (ERP) selection projects in Taiwan (Wei and Wang, 2004). Utilizing FST, they were able to create aggregated weights for selection criteria by utilizing linguistic and subjective inputs concerning choices about ERP systems. Subsequently, Wei et al. (2007) examined supply chain selection criteria and utilized FST to aid in assessing linguistic evaluations of competing supply chain systems.

In Tzu-Liang Tseng et al. (2004), project team formation is the focus. Specifically, they address multi-functional teams working in distributed networks across different functional areas. These team formations are vital for project success, but are often plagued by poor communication and inadequate information (i.e. vague and fuzzy inputs) in the initial stages of team formation. FST is used to build a methodology for addressing these issues. Kale (2009) explored how construction companies are becoming increasingly cognizant of how they manage their knowledge assets in order to remain competitive. Combining an intellectual capital index with FST, Kale (2009) offered business executives the prospect of identifying their strengths, weaknesses, and business opportunities by developing a framework that dealt with the vagueness and uncertainties of intellectual capital.

Several research projects dealing with contractor/subcontractor selection have employed FST. Singh and Tiong (2005) applied FST when examining a contractor’s capability in completing projects according to buyer specifications. Since buyers are increasingly looking at more than simple tender price when choosing a contractor, a selection method involving FST is developed to incorporate multiple capabilities of the possible contractor into the decision making process. Likewise, Juan et al. (2009) applied FST with positive results when investigating ambiguous projects concerning contractor refurbishment work involving risk, uncertainty, and coordination inputs. They found that while selecting the appropriate contractor is critical to project success, a pre-qualification process can be utilized to make sure any contractor considered for tender is adept and capable. Similarly, Plebankiewicz (2012) and Nieto-Morote and Ruz-Vila (2012) examined FST’s use in contractor pre-qualification procedures. Yang et al. (2003) explored how FST can be combined with House of Quality to create a type of fuzzy Quality Function Deployment system for evaluating how well client expectations line up with design and construction processes. Employing FST, Xia

et al. (2011) addressed design-build (DB) variations available to customers, and created a multi-criteria decision making model for choosing the best variation option. Using the provided model, potential customers would be able to quantitatively assess the assorted DB variations available to them. FST has been used in a myriad of ways in PM research. It is likely that the theory will continue to influence future PM research.

3.2. Theory of Constraints

In 1988, a “radically new” approach to controlling and managing the flow of materials (and later resources) in factories was developed by Eliyahu Goldratt published what has been referred to as the “Theory of Constraints” (TOC) (Goldratt, 1988). TOC has been considered a management philosophy that considers a limited number of assumptions designed to provide a process for continuous improvement. According to Watson et al. (2007), many notable organizations have utilized TOC successfully including 3M, Amazon, and Boeing to name a few.

Some have referred to this systemic approach as “Management by Constraints” (Ronen and Starr, 1990). While studying TOC’s application, a constraint was summarized as “…anything that limits a system’s performance…” (Lin et al., 2009). Most businesses or projects can be considered a system of ordered, process steps. As such, when considering improvement aims rather than keeping with the traditional improvement approaches - breaking down a process and improving the efficiency of each step - this theory “…requires managers to focus on bottlenecks, or constraints, that keep the process from increasing (or improving) its output” (Bevilacqua et al., 2009). In order to improve the output or efficiency of any system in accordance with Goldratt’s TOC (Goldratt, 1984) five successive, improvement steps are required: 1) identify the system’s constraint, 2) decide how to exploit (or “elevate”) the system’s constraint, 3) subordinate all other processes to the constraint, 4) decide how to eliminate the system’s constraint, and 5) reanalyze the system identifying the next constraint and do not allow inertia to become the next constraint.

Goldratt first introduced the possibilities of TOC within PM and specifically toward scheduling in the book Critical Chain when he defined the “critical chain” as the path that determines project duration (Goldratt, 1997). With the publication of this book, TOC transitioned from the factory floor to PM in 1997. When considering the application of PM and critical chain, Shu-Shun and Shih (2009) refer to TOC as “a conceptual theory that treats schedules as problems of resource insufficiency and risk issues” (p. 859). Later, TOC was employed across various PM manuscripts dealing with: improving control and resource allocation, project cost management, project risk management, and single project scheduling to reduce project duration (Steyn, 2002).

Critical chain seems to be in response to Parkinson’s Law (Parkinson, 1957), which posits that “work expands to fill the time given for execution” (Cohen et al., 2004, p. 40). Rand (2000) suggests, “The reason for the development of Critical Chain is the existence of chronic problems that existing methods, approaches and even expensive software have not been able to remove” (p. 174). It was reasoned that critical chain thinking reduces predicted activity durations by eliminating safety margins.



Further, Cohen, et al. (2004) stated, “critical chain methodology aims at developing a sound schedule, using buffer management, in order to avoid project overruns… it gives project managers a heuristic framework and guidelines for project managers on how to plan, schedule, and control their projects…” (p. 40).

Several researchers have praised the use of TOC (or critical chain) within the PM literature (Leach, 1999; Steyn, 2002 and 2000), while others have been more reserved (Shou and Yeo, 2000; Herroelen et al., 2002; Herroelen and Leus, 2001). Several of the similarities and differences between critical chain and traditional PM practices have been noted in the literature, particularly in those investigations of critical chain’s applications within PM initiatives. “The critical chain is similar to critical path PM although there are three major differences: the method of assigning activity times, the use of buffers, and the elimination of resource conflicts” (Bevilacqua, et al., 2009, p 420). Within PERT/CPM, safety times are added at the end of each activity. Conversely, in critical chain thinking, safety times are aggregated and relocated toward strategic positions, otherwise viewed as “padding,” and are used to protect the project’s critical path of activities. The time estimates or durations of activities may be reduced but a project buffer is added at the end of the project. Some have been critical of the Theory of Constraints. Wei et al. (2002) noted an absence of a rule to establish the resource buffer, posited that the right time to employ the project buffer and “feeding buffer” is ambiguous, and determined that since the difficulty and duration of activities are not identical. As such, applying a standardized cut to all activities could be ill advised. Cohen et al. (2004) stated that, “The methodology is not well defined in the sense that it does not provide precise definitions for some project entities and scenarios” (p. 40).

Moreover, Goldratt himself has received substantial critique. Duncan (1999) posits that TOC borrows heavily from systems dynamics developed by Forrester in the 1950s and from World War II era statistical process control. More recently, Herroelen et al. (2002) suggested that “this concept (critical chain) is not new; Wiest (1964) introduced the concept of a critical sequence more than 30 years ago” (p. 50). Additionally, Trietsch (2005) declared that TOC should be thought of, not as a theory, but more “management by constraints”. Alternatively, Steyn (2000) concluded his comments by saying, “The application of the TOC principles to reduce project duration was by no means common prior to the advent of Critical Chain. The TOC approach puts together concepts that have not been put together in the same way before and is therefore considered an innovation” (p. 369). Although opinions differ as to the roots of TOC, emphasis on the “critical chain” appears to be a viable activity for project managers.

3.3 Actor-Network Theory

Actor-Network Theory (ANT) originated in manuscripts by Michel Callon (1986) and Bruno Latour (1987). ANT has been defined as a “material-semiotic” method that accounts for the essence of nature and societies. It accomplished this by positing how various material–semiotic mechanisms interrelate to act as a single entity (Latour, 2007).

One of the strengths of the actor-network concept was its ability to provide analytical tools for explaining how

new technologies are adopted into practice. Scholars studying ANT asserted, “the strength [of the organization, culture, or society] does not come from concentration, purity and unity, but rather from dissemination, heterogeneity and the careful plaiting of weak ties” (Latour, 2007, p. 3). ANT investigators posited that “innovation can be described in a network vocabulary that emphasizes the interrelated and heterogeneous relations of all its components, whether social or technical” (Bijker and Law, 1992, p. 18). Additionally, ANT can be employed to understand how professionals within the network interact with physical technologies and artifacts to create outcomes (Lingard et al., 2012).

ANT’s ontological framework is also useful for investigating socio-technical interactions. One of its key features is the notion of “symmetry” in which neither a social nor a technical position is privileged (Lingard et al., 2012). Instead, “both material and semiotic components should be integrated into the same conceptual framework to avoid technological or social determinism” (Latour, 2005, p. 84). According to Latour (2005), an actor-network may not be a technical network - it may have no compulsory paths, no strategically positioned nodes, nor limit itself solely to human actors but extend the word actor - or “actant” - to non-human entities.

To examine the dynamic process of association, change and reconstitution between actors and actants in a network, scholars must identify various actors of the network and examine when and how they interact (Latour, 2005; Lingard et al., 2012). Actors can be classified into “intermediaries” and “mediators”. An intermediary is defined as a passive entity of the network that “transports meaning or force without transformation (Latour, 2005, p. 39).” In contrast, mediators are active entities within an actor-network that “translate, distort and modify the meaning of elements they are supposed to carry” (Latour, 2005, p. 39) with more uncertainties.

Actor-networks are characterized by continual transformations and reconfigurations of actors and artifacts occurring through interaction (Harty and Whyte, 2010). In a network those actors will be associated in such a way that they “make other actors act through transforming their world” (Latour, 2005, p. 107).

In 1990, ANT became a popular tool for analyzing disciplines such as informatics, health studies, geography, organizational analysis, anthropology, sociology, feminist studies, and economics. Additionally, ANT began to be used as a method for developing PM knowledge (Pollack et al., 2013). Linde and Linderoth (2006, p. 156) posited that ANT “…can be applied to the analysis of a project process and can expand project management theory. This approach has some useful implications for practitioners.” ANT has also proven useful in shifting PM research more toward behavioral elements, and away from its bias regarding tools and techniques (Leybourne, 2007, p. 69).

Several extensive uses of ANT exist in the PM literature. Blackburn (2002) employed ANT in summarizing actions project managers perform in practice. Sage et al. (2011) posited that “...an ANT perspective on project complexity is worthy of more attention” (p. 288). Parkin (1996) and Harty and Whyte (2007) engaged ANT to study decision making in PM, while Aubry et al. (2007) used ANT to discuss relationships between various actors in PM offices.



Although slow to start, ANT seems to have secured a place in the PM research community.

3.4. Stakeholder Theory

Stakeholders play a crucial role in successful project outcomes (Beringer et al., 2013; Aaltonen, 2011; Assudani and Kloppenborg, 2010; Wang and Huang, 2006). Research has shown a strong relationship between project performance and stakeholder management (Donaldson and Preston, 1995). Moreover, various researchers (Mitchell et al., 1997; Jamali, 2008; Walker et al., 2008) suggested that stakeholders (as a result of their influence and power) created and sustained values, goals and PM performance targets. Considering such, it seems prudent for project managers to engage in some level of stakeholder management.

“Stakeholder theory is a theory of organizational management and ethics” (Phillips et al., 2003, p. 480) whose concept originated from strategic management (Beringer et al., 2013). Stakeholder Theory (ST) had its roots in the year 1984 when Freeman defined stakeholders as “any group or individual who can affect or is affected by the achievement of the organization’s objectives” (Freeman, 1984, p. 46). Freeman and Reed (1983) acknowledged the growing connectedness of external stakeholders (e.g. environment, communities, “commons”) across ever increasing permeable organizational boundaries. ST with its triple effect of descriptive accuracy, instrumental power and normative validity (Donalson and Preston, 1995) has appeared in various forms which are crucial in understanding and describing the dimensions and structures of societal and business relationships (Carroll, 1993; Jamali, 2008). Further ST has been viewed in different perspectives - the social science ST, instrumental ST and convergent ST (Bourne and Walker, 2006). The basic assumption of ST is “…that a firm, represented by its management, has relationships with many constituent groups of individuals in the firm and in its external environment, and that those groups do not only play a vital role in the success of a firm, but also the interests of all (legitimate) stakeholders…” (Beringer et al., 2013, p. 18).

Prior to discussing the elements of stakeholder management, it may be necessary that we first consider the components of a “stakeholder’s stake.” According to Carroll and Buchholtz (2000, p. 65), a stake could be a right, ownership or an interest. A right is either a “legal right when a person or group has a legal claim to be treated in a certain way or to have a particular right protected” or a “moral right.” Ownership is a circumstance “when a person or group has a legal title to an asset or property.” An interest is defined as a circumstance in which “a person or group will be affected by a decision; it has an interest in that decision” (Carroll and Buchholtz, 2000, p. 65). The majority of projects will have one, two or all three types of stakeholders. “Most project stakeholders will have an interest, many will have a right…and some will have ownership” (Bourne and Walker, 2006, p. 6).

The “stakeholder” was defined by Sutterfield et al. (2006) when they posited, “The generally accepted definition of a stakeholder is an individual or group of individuals that are directly or indirectly impacted by an entity or task” (p. 27). According to Mitchel et al. (1997), three attributes of a stakeholder were proposed: 1)

legitimate relationship with the organization, 2) power to influence the organization, and 3) urgent claim on the organization. He posited that at least one of those attributes must be present for the existence of stakeholder status. Kaler (2009) categorized stakeholders into two groups: “primary stakeholders” and “secondary stakeholders;” the former being employees and shareholders, and the latter being customers, lenders and suppliers. Sutterfield et al. (2006) furthered stakeholder research by asserting that a project stakeholder is “any individual or group of individuals that is directly or indirectly impacted by a project. Stakeholders can be internal or external to the project team or they can be internal or external to the project scope” (p. 27).

The field of PM was introduced to stakeholders, and the processes included in stakeholder management, by Cleland (1986). This introduction was made possible through the emphasis of stakeholder identification, classification, analysis and approaches to management. One of the key soft skills that successful project managers must possess is stakeholder management (Morris et al., 2006; Winter et al., 2006; Crawford, 2005). The process of stakeholder management is comprised of the following steps: 1) stakeholder identification, 2) stakeholder classifications (including “internal” or “external” and high/low influence levels), 3) stakeholder analysis (including stakeholder project views of “for,” “against” or “neutral”), and 4) frequent stakeholder communications modes (“lean” or “rich”) as prescribed in the communications plan.

Project managers can better ascertain the stakeholder’s goals, objectives, and level of project understanding by collecting stakeholder requirements and expectations. Active stakeholder management provides several potential benefits to project outcomes, including a decrease in the likelihood of the project failure due to unresolved issues and a limiting of distractions to the project (PMI, 2013). The importance of the “art” of stakeholder management seems likely to increase as organizations’ projects grow in complexity which includes rising levels of informational “noise,” conflicting priorities, political pressures, seemingly incongruent tasks and competition for resources.

3.5. Utility Theory

Economists have used the term utility to characterize personal happiness. In the literature, Utility Theory (UT) has been defined as a means to understand individual choices and preferences when maximizing a utility function (Brickley et al., 2001).

First proposed by Daniel Bernoulli in 1738 (Chen and Lee, 2000), Expected Utility Theory (EUT), a category of UT, plays an important role in management science and decision-making under conditions of uncertainty (Einhorn and Hogarth, 1986; Kutsch and Hall, 2005). Specifically, the EUT is for decision makers to determine individual’s preferences between complex alternatives with uncertain and/or multi-dimension outcomes. This theory has been generally accepted in risk management literature as a model of rational choice for making risky decisions (Jaeger et al., 2001).

Unlike expected value criterion, which only takes into account the sizes of payouts and the probabilities of occurrence, implying that both the payoffs and the



probability are linear function (Chen and Lee, 2000), the EUT model suggests that rational individuals also take into account stakeholder’s risk attitude in maximizing expected utility. The risk attitude is directly related to the curvature of the utility function: risk neutral individuals have linear utility functions, risk seeking individuals have convex utility functions, and risk-aversion individuals have concave utility functions. The degree of risk aversion can be measured by the curvature of the utility function.

The management discipline is replete with studies of UT. For example, Greenberg and Collins (1966) and Krugman (1966) reported the use of UT in marketing research in brand-preference and related research. Simiarly, Read (1964) applied the theory to quality control applications in the food industry. UT has been employed to develop corporate strategies, assign electronic components to ships, evaluate product defects, and evaluate power-system alternatives (Fishburn, 1968).

Although UT has been considered one of the most successful works in management science (Chen and Lee, 2000), many psychologists criticized it, such as Kahneman and Tversky (1973, 1982), and Hogarth (1987). Most criticisms centered on the fact that judgments were made by decision makers that did not consistently follow the axioms of rationality (Chen and Lee, 2000; March, 1978). Additional criticism focused on inappropriate measurements of utility or probability (Ellsberg, 1961).

Risks and uncertainties are integral to projects, and as such, risk management is included as one of the knowledge areas in the PM Book of Knowledge (PMI, 2013) wherein several processes and tools for managing risk are defined. Stakeholder risk tolerance, and preferences in making decisions under the conditions of uncertainty, can be improved by the application of the rational approaches found in UT.

Piney (2003) presented a set of measures of expected utility values (EUV), rather than using expected monetary values (EMV), to accommodate stakeholders view of risk toward project risk propensities. This expected utility measurement presents a variable named “regret” for negative impact, and extends this concept to include positive (“rejoice”) outcomes as well as after-the-event reviews, for which a “resentment” value is described. By doing so, the project managers are able to understand the nonlinear and asymmetric nature of the utility curve, factor in the utility value of the impacts of uncertainties, and take into account project stakeholders’ specific tolerance to risk. In order to make the decision-making processes more objective, and to accommodate different decision makers’ preferences, Elmisalami et al. (2006) applied UT to construction projects by integrating technical, economic and risk attributes into a multi-criterion model.

A conceptual approach for applying UT to contractor selection was developed by Nicholas et al. (2000). The buyer organization’s risk attitude (risk averse, risk neutral, and risk seeking) was measured in balancing the potential gains with the risks and efforts on achieving utility increase. With a knowledge of potential gains and losses, discretion based on the notion of “gut feelings” was reduced and replaced to some extent with decisions based

on qualitative and quantitative knowledge. Similarly, when dealing with contractor selection, Wang (2002) presented a UT based model that simulated a cost approach to reflect owner’s preferences.

Despite the fact that EUT has proven a rational approach to understanding project risk, concerns remain with activities that interrupt risk management processes predicted by UT. Kutsch and Hall (2005) demonstrated that project managers often ignore, avoid, deny, or even delay dealing with risk due to decision maker and environmental conditions. As a result, risk management processes are adversely impacted. The authors argue that those intervening conditions in project risk management deviate from the claims of this theorem, and many psychological factors are not adequately captured by EUT.

4. Discussion

Our review has revealed that theory has had its place in the PM community. During this manuscript’s period of study from 1999-2013, there were 131 various theories applied or expounded upon within the reviewed PM literature. In consideration of Fig. 3, which exhibits the total number of theories used per year in the review period, it appears that theoretical inclusion within the PM literature has trended up over the study period. This trend suggests that theory has played a significant role in PM thought and practice, and those trends are likely to continue into the near future. Although Koskela and Howell (2002) called for further theory development and use, it appears that, based on the parameters of this study, theory use was already trending up at that time (Fig. 3). Additionally, after their call for increased theory presence, and perhaps due in part, theory utilization in the PM literature continued to trend positively (Fig. 3).

Examining in more detail the occurrence of theory in PM literature, it is possible to study the slope of two trend lines to ascertain what, if any, difference occurred. The trend line up to Koskela and Howell’s (2002) call for more theory (1999-2002), and the trend line post that call through the duration of the study period (2003 - 2013) offer insights. By examining the slope of each trend line, it appears that theory inclusion in PM literature accelerated slightly after Koskela and Howell’s (2002) work. Fig. 4 offers both trend lines and respective slope equations. It appears that the time from 2003 to 2013 enjoyed a slope of 1.99 while that of 1999-2002 saw a slope of 1.30. This represents a 53% increase in theory use count.

Narrowing the field to the top five theories, as presented in Table 1, are a diverse group. Table 2 shows the theories’ origins and offers potential PM knowledge area application.

Mathematics forms the foundations of FST and allows qualitative data to be used for creating semi-quantitative information via a linguistic scale. Goldratt’s (1997) TOC emphasized that all systems have a limiting factor, or “bottleneck.” As such, practitioners must endeavor to identify the bottleneck, then minimize (or eliminate) said factor. In a departure from the quantitative arena, ANT centers its focus on networks. ANT scholars put emphasis on the technical components and social interrelations within the network. Distancing itself even further from the quantitative, ST was introduced to PM by Cleland



(1986). He advised that fostering relationships with stakeholders, via interpersonal affiliation, is key because it can positively or negatively influence project outcomes. Uncertain conditions surrounding managerial decisions created a need for UT. A strength of UT is its ability to ascertain an individual’s preferences between complicated choices associated with potentially vague outcomes.

Related to UT, ST offers project managers rational decision-making support when considering stakeholder preferences and tolerances in uncertain environments. Considering that research has shown a direct relationship between project performance and stakeholder management, project managers are wise to engage in aggressive stakeholder management.

FST appears to be far and away the most active theory base for the PM literature in the 15 years under review. The PM literature has been heavily laced with manuscripts based on FST suggesting a flexible and

wide-reaching theory useful for future research in many areas of PM. While UT and the TOC were both popular in the early part of the 15 year review, they have cooled in their relative employment by academics. On the other hand, ANT and ST were slow starters in the period of years reviewed for this paper. They have now overtaken UT and the TOC in their usage in the literature. Interestingly, the citations for each of these four theories have flip-flopped, while FST has remained fairly constant over the review period. A graphical analysis of the literature citation counts can be seen in Fig. 5. The slopes for each of the theory counts over the review time period have been plotted and overlaid on the graphs. Based on the historical use and precedence of these theories in PM literature, it may provide an indication of future utilization of these theories. If true, ANT and ST may continue to increase in their frequency of use in future PM literature whilst FST employment may remain constant.

Fig. 3. Theory count per year 1999-2013 within reviewed PM literature

y = 1.9857x + 2.381

0

5

10

15

20

25

30

35

40

1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Theory Paper Count Slope



(a) Theory use paper count (1999-2002)

(b) Theory use paper count (2002-2013)

Fig. 4. Graphical analysis of citation counts in pm literature pre/post (Koskela and Howell, 2002)



Table 1. Theory frequency by journal

Journal Title and Theory # Articles

Automation in Construction 10

Fuzzy Sets Theory 8

Theory of Constraints 1

Utility Theory 1

Construction Management and Economics 15

Actor-Network Theory 5

Fuzzy Sets Theory 5

Stakeholder Theory 2


Utility Theory 2

International Journal of Managing Projects in Business 4



International Journal of Project Management 20


Fuzzy Sets Theory 8



Utility Theory 1

Journal of Construction Engineering and Management 17


Fuzzy Sets Theory 11


Utility Theory 2

Project Management Journal 9




Utility Theory 1

* None of the top five theories were found in the IJPOM



Table 2. Theories’ diverse origins and application areas

Theory Origin PM Knowledge Area

Fuzzy Sets Logic and Mathematics Scheduling, Costing

Stakeholder Theory Strategy Stakeholder Management

Theory of Constraints Operations Management Scheduling, Portfolio Management

Actor Network Theory Psychology Change Management

Utility Theory Economics Risk Management

(a) Fuzzy Sets Theory Fig 5. Graphical analysis of citation counts in PM literature 1999-2013 with trend

0

1

2

3

4

5

6

1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013



(b) Actor-Network Theory

(c) Theory of Constraints

Fig 5. Graphical analysis of citation counts in PM literature 1999-2013 with trend (continued)

0

1

2

3

4

1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

0

1

2

3

4

1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013



(d) Stakeholder Theory

（e）Utility Theory

Fig 5. Graphical analysis of citation counts in PM literature 1999-2013 with trend (continued)

5. Limitations

Since our methodology followed the lead of Littau et al. (2010) for choosing the pool of peer reviewed journals to consider in our review, it does present a limitation in that we did not consider all PM journals, books, or other academic PM outlets. Subsequently, utilizing the Littau et al. (2010) method, we limited our search to the word theory in the reviewed articles’ title, abstract or keywords. As such, there could be additional words or phrases revealing theory not collected here. Additionally, other theories may have been employed without the term theory appearing in our search criteria. Hence, the conclusions drawn in our review were formed from articles explicitly stating theory in our search criteria.

We recognize a recent 15-year review does not cover the entire library of PM theoretical knowledge. However, our scope was designed to uncover recent theoretical trends in the PM literature.

6. Contribution and future research

As the PM body of knowledge continues to grow and expand, a meta-analysis considering the most utilized and/or cited theories within that knowledge domain seems reasonable. An additional aim of this research was to also bring attention to the strength and variety of the theoretical underpinnings of various PM researchers within the 15-year time period of 1999-2013. A significant contribution of this manuscript is the inclusion of all the theories found during our review (included in

0

1

2

3

4

1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

0

1

2

3

1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013



Appendix 1). This appendix should provide future investigators an advantage and “ready-reference” when considering theoretical implications within the PM knowledge domain.

FST has been utilized in time-cost trade off modeling, activity duration calculations, costing models, project selection, and risk management. Future research might investigate whether FST could be used as part of project manager selection or development programs.

TOC has been used within PM for project scheduling, improving project control, allocating resources, risk and cost management. TOC might be utilized in multi-project portfolio management and international, supply chain dependent projects. These seem like fertile ground for future TOC research.

ANT has been employed as a research methodology to discover new PM knowledge and has the ability to shift some PM investigations away from tools and techniques to behaviors. ANT has also been used in examining project complexity, PM decision-making and PM office interpersonal relations. ANT might prove a useful lens for research and evaluation of PM maturity in organizations or the strength of matrix-styled organizations as compared to other organizational forms when considering PM outcomes.

As it pertains to stakeholders, ST suggests the importance of identifying, classifying, analyzing and communicating with influencers who may cast a positive or negative effect on the project and/or its outcome. Considering the implications of not doing so could motivate project managers to become “stakeholder centric,” thus increasing risk to other parts of the project. Considering such, future research might investigate what stakeholder management level is “ideal” for successful project outcomes so as to balance stakeholder needs with other project needs.

Finally, UT concerns itself with preferences and choices by utilizing a utility function. UT has found application with PM specifically in building relationships between contractors and suppliers. Future research could explore whether aspects of UT could be applied to project selection and/or team member selection. Further, UT might be utilized to resolve conflict in matrix-based organizations when conflict arises because of competing resource needs.

7. Conclusion

Our 15-year review indicates there to be a broad and diverse interest in theoretical application in PM research and practice. Moreover, the substantive dissimilarity in the composition of the theories within this review suggests an academic community that welcomes additional theoretical considerations.

Taking a closer look at specific theory usage in the study period, but narrowing the focus to the last four years (2010-2013), some of the top five theories continued to remain prominent while others rose in popularity. As the trends lines indicate in Fig. 5, FST, ANT and ST enjoyed positive trending, while TOC and UT’s use among PM researchers trended down. In the last four years (2010-2013), FST, ANT and ST maintained their positive trend. However, two other theories, Contingency Theory and Grounded Theory, improved in

researcher interest (Appendix 1). Narrowing the scope further to 2013 only, the three theories most probed among PM researchers were: FST, ST and Grounded Theory (Appendix 1). Based on the review’s parameters, these theories seem to be peaking academic’s curiosity in recent years and are pushing the discipline ever forward into new practice and philosophy.

Although a validated Theory of Project Management has yet to be developed or defined (Sauer and Reich, 2007; Turner, 2006; Williams, 2004), much theoretical inclusion has been conducted over the past several years. Indeed, the discipline has stood on the shoulder of giants and is continuing to evolve from a solely practice-based discipline to a more dynamic arena that finds significance in both practice and theory. Our work suggests that we are moving in that direction due to the varied theoretical implications found in this review. To that end, further inclusion of theoretical work should only strengthen the PM body of knowledge moving forward.

For any growing and sustainable academic body of knowledge, theory application and development must be present. This manuscript’s review highlights the significant impact of several theories on the PM discipline. It is likely that each of these theories, among others, will continue to be further developed and find new application and purpose as the discipline evolves.

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Dr. Nathan Johnson is an Assistant Professor at Western Carolina University in the School of Economics, Management, and Project Management and is a certified Project Management Professional. He obtained his Ph.D. in Business Administration from Washington State University. His research interests include enterprise

mobile readiness, mobile information technology, healthcare information systems, and project management. Before entering academia, he was an active duty medical officer in the US Air Force serving in hospital administration and information systems. His research has appeared in journals such as Journal of Information Technology Case and Application Research, International Journal of Information, Business, and Management, and Supervision and at conferences such as Americas Conference on Information Systems and the Project Management Institute’s Research and Education Conference.

Dr. Todd Creasy is an Associate Professor at Western Carolina University in the School of Economics, Management, and Project Management at Western Carolina University, a campus of the University of North Carolina. Dr. Creasy has published several scholarly journal articles, published

in trade journals, given numerous conference presentations and appeared on the Fox Business Network. His consulting firm specializes in project management and Lean Six Sigma training/project execution in various industries to include: healthcare, mining, manufacturing, transportation and construction. Dr. Creasy’s academic qualifications include a doctorate degree from Case Western Reserve University; Master of Science in Finance, a MBA and BSBA in industrial engineering from the University of Memphis. Further, Dr. Creasy is a certified Six Sigma Master Black Belt from the Juran Institute and Lean practices trainer and consultant.

Dr. Yang Fan is an Associate Professor at Western Carolina University in the School of Economics, Management, and Project Management at Western Carolina University and is a certified Project Management Professional. He has taught project management since 2008. His

current research interests include project stakeholder management, organizational behavior, and international project management. Dr. Fan has published 13 scholarly journal articles and co-authored 3 books. He served on the board of PMI Quality Community of Practice (CoP) from 2010 to 2012, and on the board of PMI Quality Management Special Interest Group (SIG) from 2009 to 2010. Dr. Fan has served over 25 years in planning, business management, and education positions. Prior to joining Western Carolina University, he worked in China, France and Saudi Arabia as project manager, researcher and professor.



A

ppen

dix:

All

PM

Pap

ers

Rev

iew

ed f

or T

heor

y C

itat

ion,

199

9-20

13

Jou

rnal

Ab

brev

iati

ons:

PM

J: P

roje

ct M

anag

emen

t Jou

rnal

, IJ

PM

: In

tern

atio

nal J

ourn

al o

f Pro

ject

Man

agem

ent,

IJM

PB

: In

tern

atio

nal J

ourn

al o

f Man

agin

g Pr

ojec

ts in

B

usin

ess,

CM

E:

Con

stru

ctio

n M

anag

emen

t an

d E

cono

mic

s, JC

EM

: Jo

urna

l of

Con

stru

ctio

n E

ngin

eeri

ng a

nd M

anag

emen

t, A

IC:

Aut

omat

ion

in C

onst

ruct

ion,

an

d

IJP

OM

: In

tern

atio

nal J

ourn

al o

f Pro

ject

Org

anis

atio

n an

d M

anag

emen

t.

Th

eory

D

ate

Au

thor

(s)

Nam

e of

Pap

er

Jour

nal

A

bsor

ptiv

e C

apac

ity

The

ory

2009

Pe

rnil

la G

luch

, Mat

hias

Gus

tafs

son,

Lia

ne T

huva

nder

A

n ab

sorp

tive

cap

acity

mod

el f

or g

reen

inno

vati

on a

nd p

erfo

rman

ce in

the

cons

truc

tion

indu

stry

. C

ME

Act

ivit

y T

heor

y 20

11

Jaco

b V

akka

yil

Lea

rnin

g th

roug

h sh

ared

obj

ects

in o

utso

urce

d so

ftw

are

deve

lopm

ent.

IJM

PB

Act

ivit

y T

heor

y 20

13

Shen

-Pao

Shi

h, R

uey-

Shia

ng S

haw

, Ta-

Yu

Fu, C

he-P

in C

heng

A

Sys

tem

atic

Stu

dy o

f C

hang

e M

anag

emen

t Dur

ing

CM

MI

Impl

emen

tati

on: A

Mod

ifie

d A

ctiv

ity

The

ory

Per

spec

tive

. PM

J

Act

ivit

y T

heor

y 20

13

Stef

an C

hris

toff

er G

ottl

ieb,

Kim

Hau

gbøl

le

Con

trad

icti

ons

and

coll

abor

atio

n: p

artn

erin

g in

-bet

wee

n sy

stem

s of

pro

duct

ion,

val

ues

and

inte

rest

s.

CM

E

Act

or-N

etw

ork

The

ory

2005

H

enri

k L

inde

roth

, Giu

sepp

ina

Pell

egri

no

Fram

es a

nd in

scri

ptio

ns: t

raci

ng a

way

to u

nder

stan

d IT

-dep

ende

nt c

hang

e pr

ojec

ts.

IJP

M

Act

or-N

etw

ork

The

ory

2008

C

hris

Har

ty

Impl

emen

ting

inno

vati

on in

con

stru

ctio

n: c

onte

xts,

rel

ativ

e bo

unde

dnes

s an

d ac

tor-

netw

ork

theo

ry.

CM

E

Act

or-N

etw

ork

The

ory

2009

S

usse

Geo

rg, K

jell

Try

gges

tad

On

the

emer

genc

e of

rol

es in

con

stru

ctio

n: th

e qu

alcu

lati

ve r

ole

of p

roje

ct m

anag

emen

t. C

ME

Act

or-N

etw

ork

The

ory

2010

K

jell

Try

gges

tad,

Sus

se G

eorg

, Tor

Her

nes

Con

stru

ctin

g bu

ildi

ngs

and

desi

gn a

mbi

tions

. C

ME

Act

or-N

etw

ork

The

ory

2010

C

hris

Har

ty, J

enni

fer

Why

te

Em

ergi

ng H

ybri

d Pr

acti

ces

in C

onst

ruct

ion

Des

ign

Wor

k: R

ole

of M

ixed

Med

ia.

JCE

M

Act

or-N

etw

ork

The

ory

2010

D

anie

l Sag

e, A

ndre

w D

aint

y, N

aom

i Bro

okes

W

ho r

eads

the

proj

ect f

ile?

Exp

lori

ng th

e po

wer

eff

ects

of

know

ledg

e to

ols

in c

onst

ruct

ion

proj

ect m

anag

emen

t. C

ME

Act

or-N

etw

ork

The

ory

2011

M

oniq

ue A

ubry

T

he s

ocia

l rea

lity

of

orga

nisa

tion

al p

roje

ct m

anag

emen

t at t

he in

terf

ace

betw

een

netw

orks

and

hie

rarc

hy.

IJM

PB

Act

or-N

etw

ork

The

ory

2011

N

eil A

lder

man

, Chr

is I

vory

T

rans

lati

on a

nd c

onve

rgen

ce in

pro

ject

s: A

n or

gani

zatio

nal p

ersp

ectiv

e on

pro

ject

suc

cess

. P

MJ

Act

or-N

etw

ork

The

ory

2012

H

elen

Cla

re L

inga

rd, T

racy

Coo

ke, N

ick

Bli

smas

D

esig

ning

for

con

stru

ctio

n w

orke

rs’

occu

pati

onal

hea

lth

and

safe

ty: a

cas

e st

udy

of s

ocio

-mat

eria

l com

plex

ity.

C

ME

Act

or-N

etw

ork

The

ory

2013

J.

Pol

lack

, K. C

oste

llo, S

. San

kara

n A

pply

ing

Act

or–N

etw

ork

The

ory

as a

sen

sem

akin

g fr

amew

ork

for

com

plex

org

anis

atio

nal c

hang

e pr

ogra

ms.

IJ

PM

Act

or-N

etw

ork

The

ory

2013

K

jell

Try

gges

tad,

Lis

e Ju

stes

en, J

an M

ouri

tsen

P

roje

ct te

mpo

rali

ties

: how

fro

gs c

an b

ecom

e st

akeh

olde

rs.

IJM

PB

Age

ncy

The

ory

2010

R

ober

t Mah

aney

, Alb

ert L

eder

er

The

rol

e of

mon

itor

ing

and

shir

king

in in

form

atio

n sy

stem

s pr

ojec

t man

agem

ent.

IJP

M

Age

ncy

The

ory

2013

A

lexi

a N

alew

aik

Fac

tors

aff

ecti

ng c

apit

al p

rogr

am p

erfo

rman

ce a

udit

fin

ding

s.

IJM

PB

Age

ncy

The

ory

2013

S.

Mah

di H

osse

inia

n, D

avid

G. C

arm

icha

el

Opt

imal

Inc

enti

ve C

ontr

act w

ith

Ris

k-N

eutr

al C

ontr

acto

r.

JCE

M

Ant

Col

ony

Opt

imiz

atio

n T

heor

y 20

13

Hen

g L

i, H

ong

Zha

ng

Ant

col

ony

opti

miz

atio

n-ba

sed

mul

ti-m

ode

sche

duli

ng u

nder

ren

ewab

le a

nd n

onre

new

able

res

ourc

e co

nstr

aint

s.

AIC

Asy

mm

etri

c In

form

atio

n T

heor

y 20

12

Peng

chen

g X

iang

, Jin

Zho

u, X

iaoy

u Z

hou,

Kun

hui Y

e C

onst

ruct

ion

Proj

ect R

isk

Man

agem

ent B

ased

on

the

Vie

w o

f A

sym

met

ric

Info

rmat

ion.

JC

EM

Auc

tion

The

ory

2008

M

arti

n Sk

itm

ore

Fir

st a

nd s

econ

d pr

ice

inde

pend

ent v

alue

s se

aled

bid

pro

cure

men

t auc

tion

s: s

ome

scal

ar e

quil

ibri

um r

esul

ts.

CM

E

Ban

dura

's S

elf-

Eff

icac

y T

heor

y 20

12

Tak

Win

g Y

iu, S

ai O

n C

heun

g, L

ai Y

ing

Siu

App

lica

tion

of B

andu

ra's

Sel

f-E

ffic

acy

The

ory

to E

xam

inin

g th

e C

hoic

e of

Tac

tics

in C

onst

ruct

ion

Dis

pute

Neg

otia

tion

. JC

EM

Ban

dura

's S

ocia

l Lea

rnin

g T

heor

y 20

07

Iain

Cam

eron

, Roy

Duf

f A

cri

tica

l rev

iew

of

safe

ty in

itia

tive

s us

ing

goal

set

ting

and

fee

dbac

k.

CM

E

Bar

gain

ing

Gam

e T

heor

y 20

07

L.Y

. She

n, H

.J. B

ao, Y

.Z. W

u, W

.S. L

u U

sing

Bar

gain

ing-

Gam

e T

heor

y fo

r N

egot

iati

ng C

once

ssio

n Pe

riod

for

BO

T-T

ype

Con

trac

t. JC

EM

Bar

gain

ing

Gam

e T

heor

y 20

12

Shi

nya

Han

aoka

, Haz

el P

erez

Pal

apus

R

easo

nabl

e co

nces

sion

per

iod

for

buil

d-op

erat

e-tr

ansf

er r

oad

proj

ects

in th

e Ph

ilipp

ines

. IJ

PM

Bas

s an

d A

voli

o’s

Lea

ders

hip

The

ory

2013

M

astu

ra J

aafa

r, C

heng

Chy

e N

ee

An

asse

ssm

ent o

f th

e le

ader

ship

sty

le in

Mal

aysi

an c

onst

ruct

ion

firm

s IJ

POM

Bas

s's

Tra

nsfo

rmat

iona

l L

eade

rshi

p T

heor

y 20

05

Ant

ony

Cha

n, E

dwin

Cha

n Im

pact

of

Per

ceiv

ed L

eade

rshi

p S

tyle

s on

Wor

k O

utco

mes

: Cas

e of

Bui

ldin

g P

rofe

ssio

nals

. JC

EM



Jo

urn

al A

bbr

evia

tion

s: P

MJ:

Pro

ject

Man

agem

ent J

ourn

al,

IJP

M:

Inte

rnat

iona

l Jou

rnal

of P

roje

ct M

anag

emen

t, IJ

MP

B:

Inte

rnat

iona

l Jou

rnal

of M

anag

ing

Proj

ects

in

Bus

ines

s, C

ME

: C

onst

ruct

ion

Man

agem

ent

and

Eco

nom

ics,

JCE

M:

Jour

nal

of C

onst

ruct

ion

Eng

inee

ring

and

Man

agem

ent,

AIC

: A

utom

atio

n in

Con

stru

ctio

n, a

nd

IJ

PO

M:

Inte

rnat

iona

l Jou

rnal

of P

roje

ct O

rgan

isat

ion

and

Man

agem

ent.

Th

eory

D

ate

Au

thor

(s)

Nam

e of

Pap

er

Jour

nal

B

ehav

iora

l The

ory

2013

M

atti

as J

acob

sson

, Tho

mm

ie B

urst

röm

, Tim

othy

Wil

son

The

rol

e of

tran

siti

on in

tem

pora

ry o

rgan

izat

ions

: lin

king

the

tem

pora

ry to

the

perm

anen

t. IJ

MP

B

Cap

ital

The

ory

2006

G

erar

d de

Val

ence

B

uild

ing

as a

n ec

onom

ic p

roce

ss: t

he A

ustr

ian

appr

oach

rev

isit

ed.

CM

E

Cat

astr

ophe

The

ory

2008

Sa

i On

Che

ung,

Tak

Win

g Y

iu, A

ndre

w Y

ee T

ak L

aung

, On

Ki

Chi

ung

Cat

astr

ophi

c T

rans

itio

ns o

f C

onst

ruct

ion

Con

trac

ting

Beh

avio

r.

JCE

M

Cat

astr

ophe

The

ory

2012

P

ui T

ing

Cho

w, S

ai O

n C

heun

g, T

ak W

ing

Yiu

A

cus

p ca

tast

roph

e m

odel

of

wit

hdra

wal

in c

onst

ruct

ion

proj

ect d

ispu

te n

egot

iati

on.

AIC

Cha

in M

anag

emen

t The

ory

2013

Sc

ott F

erni

e, S

tuar

t Ten

nant

T

he n

on-a

dopt

ion

of s

uppl

y ch

ain

man

agem

ent.

CM

E

Cha

os T

heor

y 20

10

Xia

oshu

Lu,

Der

ek C

lem

ents

-Cro

ome,

Mar

tti V

ilja

nen

Inte

grat

ion

of c

haos

theo

ry a

nd m

athe

mat

ical

mod

els

in b

uild

ing

sim

ulat

ion:

Par

t I: L

iter

atur

e re

view

. A

IC

Cha

os T

heor

y 20

10

Xia

oshu

Lu,

Der

ek C

lem

ents

-Cro

ome,

Mar

tti V

ilja

nen

Inte

grat

ion

of c

haos

theo

ry a

nd m

athe

mat

ical

mod

els

in b

uild

ing

sim

ulat

ion:

Par

t II:

Con

cept

ual f

ram

ewor

ks.

AIC

Coa

se's

The

ory

2008

L

awre

nce

Wai

Chu

ng L

ai, F

elic

ity

Wai

Nga

r N

g, P

ing

Yun

g T

he C

oase

The

orem

and

a C

oasi

an c

onst

ruct

ion

econ

omic

s an

d m

anag

emen

t res

earc

h ag

enda

. C

ME

Com

peti

tive

Bid

ding

T

heor

y 20

05

Car

rie

Stur

ts, F

.H. G

riff

is

Add

ress

ing

Pric

ing:

Val

ue B

iddi

ng f

or E

ngin

eers

and

Con

sult

ants

. JC

EM

Com

plex

ity

The

ory

2007

T

erry

Coo

ke-D

avie

s, S

vetl

ana

Cic

mil

, Lyn

n C

raw

ford

, Kur

t R

icha

rdso

n W

e're

Not

in K

ansa

s A

nym

ore,

Tot

o: M

appi

ng T

he S

tran

ge L

ands

cape

Of

Com

plex

ity T

heor

y, a

nd I

ts R

elat

ions

hip

To

Proj

ect

Man

agem

ent.

PMJ

Com

plex

ity

The

ory

2009

K

enne

th R

ose

Exp

lori

ng th

e co

mpl

exit

y of

pro

ject

s: I

mpl

icat

ions

of

com

plex

ity

theo

ry f

or p

roje

ct m

anag

emen

t pra

ctic

e.

PM

J

Com

plex

ity

The

ory

2010

M

anfr

ed S

ayni

sch

Bey

ond

fron

tier

s of

trad

ition

al p

roje

ct m

anag

emen

t: A

n ap

proa

ch to

evo

luti

onar

y, s

elf-

orga

niza

tiona

l pri

ncip

les

and

the

com

plex

ity

theo

ry—

resu

lts

of th

e re

sear

ch p

rogr

am.

PMJ

Com

plex

ity

The

ory

2011

K

enne

th R

ose,

Pra

sad

Kod

ukul

a C

ompl

exit

y th

eory

and

pro

ject

man

agem

ent.

PMJ

Com

plex

ity

The

ory

2012

Ju

lien

Pol

lack

T

rans

ferr

ing

know

ledg

e ab

out k

now

ledg

e m

anag

emen

t: I

mpl

emen

tatio

n of

a c

ompl

ex o

rgan

isat

iona

l cha

nge

prog

ram

me.

IJ

PM

Com

pone

nt U

nit P

rici

ng

The

ory

2012

D

avid

Wil

liam

Cat

tell

An

over

view

of

com

pone

nt u

nit p

rici

ng th

eory

. C

ME

Con

stru

ctio

n Si

mul

atio

n

The

ory

2010

S

imaa

n A

bouR

izk

Rol

e of

Sim

ulat

ion

in C

onst

ruct

ion

Eng

inee

ring

and

Man

agem

ent.

JCE

M

Con

stru

ctio

n Si

mul

atio

n

The

ory

2011

S.

Abo

uRiz

k, D

. Hal

pin,

Y. M

oham

ed, U

. Her

man

n R

esea

rch

in M

odel

ing

and

Sim

ulat

ion

for

Impr

ovin

g C

onst

ruct

ion

Eng

inee

ring

Ope

rati

ons.

JC

EM

Con

ting

ency

The

ory

2009

B

rian

Sau

ser,

Ric

hard

Rei

lly,

Aar

on S

henh

ar

Why

pro

ject

s fa

il?

How

con

tinge

ncy

theo

ry c

an p

rovi

de n

ew in

sigh

ts –

A c

ompa

rati

ve a

naly

sis

of N

ASA

’s M

ars

Cli

mat

e O

rbit

er lo

ss.

IJP

M

Con

ting

ency

The

ory

2010

C

écil

e G

odé-

Sanc

hez

Lev

erag

ing

coor

dina

tion

in p

roje

ct-b

ased

act

ivit

ies:

Wha

t can

we

lear

n fr

om m

ilit

ary

team

wor

k?

PM

J

Con

ting

ency

The

ory

2011

G

onza

lo L

izar

rald

e, M

iche

l de

Blo

is, I

skra

Lat

unov

a S

truc

turi

ng o

f te

mpo

rary

mul

ti-o

rgan

izat

ions

: Con

ting

ency

theo

ry in

the

buil

ding

sec

tor.

PM

J

Con

ting

ency

The

ory

2012

B

asti

an H

anis

ch, A

ndre

as W

ald

A B

ibli

omet

ric

Vie

w o

n th

e U

se o

f C

onti

ngen

cy T

heor

y in

Pro

ject

Man

agem

ent R

esea

rch.

P

MJ

Con

ting

ency

The

ory

2013

F

ei D

eng,

Hed

ley

Sm

yth

Con

ting

ency

-Bas

ed A

ppro

ach

to F

irm

Per

form

ance

in C

onst

ruct

ion:

Cri

tica

l Rev

iew

of

Em

piri

cal R

esea

rch.

JC

EM

Con

trac

t The

ory

2007

Jo

hn W

ilso

n T

wyf

ord

Add

itio

nal p

aym

ents

und

er c

onst

ruct

ion

cont

ract

s.

CM

E

Coo

rdin

atio

n T

heor

y 20

08

Lia

quat

Hos

sain

, Mat

thew

Kut

i C

ordN

et: T

owar

d a

dist

ribu

ted

beha

vior

mod

el f

or e

mer

genc

y re

spon

se c

oord

inat

ion.

PM

J

Cum

ulat

ive

Pros

pect

T

heor

y 20

11

Dav

id C

atte

ll, P

aul B

owen

, Am

mar

Kak

a Pr

opos

ed F

ram

ewor

k fo

r A

pply

ing

Cum

ulat

ive

Pros

pect

The

ory

to a

n U

nbal

ance

d B

iddi

ng M

odel

. JC

EM

Cyb

erne

tics

The

ory

2012

A

hmed

Alo

jair

i, F

rank

Saf

ayen

i T

he d

ynam

ics

of in

ter-

node

coo

rdin

atio

n in

soc

ial n

etw

orks

: A th

eore

tica

l per

spec

tive

and

em

piri

cal e

vide

nce.

IJ

PM

Dec

isio

n T

heor

y 20

12

Sori

n Pi

perc

a, S

ergh

ei F

lori

cel

A ty

polo

gy o

f un

expe

cted

eve

nts

in c

ompl

ex p

roje

cts.

IJ

MP

B

Des

ign

The

ory

2012

S

ylva

in L

enfl

e E

xplo

ratio

n, p

roje

ct e

valu

atio

n an

d de

sign

theo

ry: a

rer

eadi

ng o

f th

e M

anha

ttan

cas

e.

IJM

PB



Jo

urn

al A

bbr

evia

tion

s: P

MJ:

Pro

ject

Man

agem

ent J

ourn

al,

IJP

M:

Inte

rnat

iona

l Jou

rnal

of P

roje

ct M

anag

emen

t, IJ

MP

B:

Inte

rnat

iona

l Jou

rnal

of M

anag

ing

Proj

ects

in

Bus

ines

s, C

ME

: C

onst

ruct

ion

Man

agem

ent

and

Eco

nom

ics,

JCE

M:

Jour

nal

of C

onst

ruct

ion

Eng

inee

ring

and

Man

agem

ent,

AIC

: A

utom

atio

n in

Con

stru

ctio

n, a

nd

IJ

PO

M:

Inte

rnat

iona

l Jou

rnal

of P

roje

ct O

rgan

isat

ion

and

Man

agem

ent.

Th

eory

D

ate

Au

thor

(s)

Nam

e of

Pap

er

Jour

nal

D

ougl

as' C

ultu

ral T

heor

y 20

12

Ael

i Rob

erts

, Joh

n K

else

y, H

edle

y S

myt

h, A

dam

Wil

son

Hea

lth a

nd s

afet

y m

atur

ity

in p

roje

ct b

usin

ess

cult

ures

. IJ

MPB

Duc

k A

lign

men

t The

ory

1999

D

erek

Lid

ow

Duc

k A

lignm

ent T

heor

y: G

oing

Bey

ond

Cla

ssic

Pro

ject

Man

agem

ent t

o M

axim

ize

Pro

ject

Suc

cess

. PM

J

Eco

nom

ic G

ame

The

ory

2006

R

afae

l Sac

ks, M

icha

el H

arel

A

n ec

onom

ic g

ame

theo

ry m

odel

of

subc

ontr

acto

r re

sour

ce a

lloc

atio

n be

havi

our.

C

ME

Ent

ropy

The

ory

2009

X

iaol

ong

Xue

, Qip

ing

Shen

, Hen

g L

i, W

illi

am O

'Bri

en,

Zha

omin

Ren

Im

prov

ing

agen

t-ba

sed

nego

tiat

ion

effi

cien

cy in

con

stru

ctio

n su

pply

cha

ins:

A r

elat

ive

entr

opy

met

hod.

A

IC

Equ

ity

The

ory

2011

T

ak W

ing

Yiu

, Yee

Man

Law

M

oder

atin

g E

ffec

t of

Equ

ity

Sens

itiv

ity

on B

ehav

ior-

Out

com

e R

elat

ions

hips

in C

onst

ruct

ion

Dis

pute

Neg

otia

tion.

JC

EM

Eth

ical

The

orie

s 20

09

Mar

gare

t Lee

E

-eth

ical

lead

ersh

ip f

or v

irtu

al p

roje

ct te

ams.

IJ

PM

Eth

nogr

aphi

c T

heor

y 20

13

And

reas

Phe

lps,

Mic

hael

Hor

man

E

thno

grap

hic

The

ory-

Bui

ldin

g R

esea

rch

in C

onst

ruct

ion.

JC

EM

Evo

luti

on T

heor

y 20

11

Ste

phen

Jon

atha

n W

hitt

y O

n a

new

phi

loso

phy

of p

roje

ct m

anag

emen

tAn

inve

stig

atio

n in

to th

e pr

eval

ence

of

mod

ern

proj

ect m

anag

emen

t by

mea

ns o

f an

evo

luti

onar

y fr

amew

ork.

IJ

MP

B

Exc

hang

e T

heor

y 20

10

Rav

ikir

an D

wiv

edul

a, C

hris

toph

e B

redi

llet

T

he r

elat

ions

hip

betw

een

orga

niza

tion

al a

nd p

rofe

ssio

nal c

omm

itm

ent i

n th

e ca

se o

f pr

ojec

t wor

kers

: Im

plic

atio

ns f

or p

roje

ct

man

agem

ent.

PMJ

Ext

enic

s T

heor

y 20

07

Chi

Min

g T

am, T

hom

as T

ong,

Bil

l Won

g A

n in

tegr

ated

sys

tem

for

ear

thm

ovin

g pl

anni

ng.

CM

E

Fuz

zy L

ogic

The

ory

2009

L

lew

elly

n T

ang,

And

rew

Leu

ng

An

entr

opy-

base

d fi

nanc

ial d

ecis

ion

supp

ort s

yste

m (

e-F

DS

S)

for

proj

ect a

naly

sis

in c

onst

ruct

ion

SME

s.

CM

E

Fuz

zy M

ulti

ple-

Obj

ecti

ve

Dec

isio

n-M

akin

g T

heor

y 20

01

K.C

. Lam

, A.T

.P. S

o, T

ieso

ng H

u, T

hom

as N

g, R

.K.K

. Yue

n,

S.M

. Lo,

S.O

. Che

ung,

Hon

gwei

Yan

g A

n in

tegr

atio

n of

the

fuzz

y re

ason

ing

tech

niqu

e an

d th

e fu

zzy

opti

miz

atio

n m

etho

d in

con

stru

ctio

n pr

ojec

t man

agem

ent

deci

sion

-mak

ing.

C

ME

Fuz

zy N

eura

l Net

wor

k T

heor

y 20

01

K.C

. Lam

, Tie

song

Hu,

S. T

hom

as N

g, M

arti

n Sk

itm

ore,

S.O

. C

heun

g A

fuz

zy n

eura

l net

wor

k ap

proa

ch f

or c

ontr

acto

r pr

equa

lifi

cati

on.

CM

E

Fuz

zy N

umbe

r T

heor

y 20

07

Yaw

ei L

i, X

iang

tian

Nie

, Sho

uyu

Che

n F

uzzy

App

roac

h to

Pre

qual

ifyi

ng C

onst

ruct

ion

Con

trac

tors

. JC

EM

Fuzz

y Se

ts T

heor

y 19

99

M.I

. Oko

roh,

V.B

. T

orra

nce

A m

odel

for

sub

cont

ract

or s

elec

tion

in r

efur

bish

men

t pro

ject

s.

CM

E

Fuz

zy S

ets

The

ory

2001

S

ou-S

en L

eu, A

n-T

ing

Che

n A

GA

-bas

ed f

uzzy

opt

imal

mod

el f

or c

onst

ruct

ion

tim

e-co

st tr

ade-

off.

IJ

PM

Fuzz

y Se

ts T

heor

y 20

02

Min

-Yua

n C

heng

, Chi

en-H

o K

o C

ompu

ter-

aide

d de

cisi

on s

uppo

rt s

yste

m f

or h

ills

ide

safe

ty m

onit

orin

g.

AIC

Fuz

zy S

ets

The

ory

2002

M

in-Y

uan

Che

ng, C

hien

-Ho

Ko,

Chi

h-H

ung

Cha

ng

Com

pute

r-ai

ded

DS

S fo

r sa

fety

mon

itor

ing

of g

eote

chni

cal c

onst

ruct

ion.

A

IC

Fuz

zy S

ets

The

ory

2003

Y

i Qin

g Y

ang,

Sho

u Q

ing

Wan

g, M

oham

mad

Dul

aim

i, Su

i P

heng

Low

A

fuz

zy q

ualit

y fu

ncti

on d

eplo

ymen

t sys

tem

for

bui

ldab

le d

esig

n de

cisi

on-m

akin

gs.

AIC

Fuz

zy S

ets

The

ory

2003

D

anie

l B

aloi

, And

rew

Pri

ce

Mod

elli

ng g

loba

l ris

k fa

ctor

s af

fect

ing

cons

truc

tion

cos

t per

form

ance

. IJ

PM

Fuzz

y Se

ts T

heor

y 20

04

Rog

er C

hun-

Chi

n W

ei, M

ao-J

iun

Wan

g A

com

preh

ensi

ve f

ram

ewor

k fo

r se

lect

ing

an E

RP

sys

tem

. IJ

PM

Fuz

zy S

ets

The

ory

2004

M

oham

med

Kis

hk

Com

bini

ng v

ario

us f

acet

s of

unc

erta

inty

in w

hole

-lif

e co

st m

odel

ling

. C

ME

Fuz

zy S

ets

The

ory

2004

T

zu-L

iang

Tse

ng, C

hun-

Che

Hua

ng, A

ntho

ny H

ow-W

ei C

hu,

Rog

er G

ung

Nov

el a

ppro

ach

to m

ulti

-fun

ctio

nal p

roje

ct te

am f

orm

atio

n.

IJP

M

Fuz

zy S

ets

The

ory

2004

R

eay-

Che

n W

ang,

Tie

n-F

u L

aing

P

roje

ct m

anag

emen

t dec

isio

ns w

ith

mul

tipl

e fu

zzy

goal

s.

CM

E

Fuzz

y Se

ts T

heor

y 20

05

D. S

ingh

, Rob

ert L

.K. T

iong

A

Fuz

zy D

ecis

ion

Fram

ewor

k fo

r C

ontr

acto

r Se

lect

ion.

JC

EM

Fuz

zy S

ets

The

ory

2005

D

aisy

X.M

. Zhe

ng, S

. Tho

mas

Ng

Sto

chas

tic

Tim

e–C

ost O

ptim

izat

ion

Mod

el I

ncor

pora

ting

Fuz

zy S

ets

The

ory

and

Non

repl

acea

ble

Fro

nt.

JCE

M

Fuz

zy S

ets

The

ory

2006

N

ang-

Fei

Pan

E

valu

atio

n of

bui

ldin

g pe

rfor

man

ce u

sing

fuz

zy F

TA

. C

ME

Fuz

zy S

ets

The

ory

2007

C

hun-

Chi

n W

ei, G

in-S

huh

Lia

ng, M

ao-J

iun

Wan

g A

com

preh

ensi

ve s

uppl

y ch

ain

man

agem

ent p

roje

ct s

elec

tion

fram

ewor

k un

der

fuzz

y en

viro

nmen

t. IJ

PM



Jo

urn

al A

bbr

evia

tion

s: P

MJ:

Pro

ject

Man

agem

ent J

ourn

al,

IJP

M:

Inte

rnat

iona

l Jou

rnal

of P

roje

ct M

anag

emen

t, IJ

MP

B:

Inte

rnat

iona

l Jou

rnal

of M

anag

ing

Proj

ects

in

Bus

ines

s, C

ME

: C

onst

ruct

ion

Man

agem

ent

and

Eco

nom

ics,

JCE

M:

Jour

nal

of C

onst

ruct

ion

Eng

inee

ring

and

Man

agem

ent,

AIC

: A

utom

atio

n in

Con

stru

ctio

n, a

nd

IJ

PO

M:

Inte

rnat

iona

l Jou

rnal

of P

roje

ct O

rgan

isat

ion

and

Man

agem

ent.

Th

eory

D

ate

Au

thor

(s)

Nam

e of

Pap

er

Jour

nal

F

uzzy

Set

s T

heor

y 20

07

Ahm

ed S

hahe

en, A

min

ah R

obin

son

Faye

k, S

.M. A

bouR

izk

Fuzz

y N

umbe

rs in

Cos

t Ran

ge E

stim

atin

g.

JCE

M

Fuz

zy S

ets

The

ory

2008

E

hsan

Esh

teha

rdia

n, A

bbas

Afs

har,

Rez

a A

bbas

nia

Tim

e-co

st o

ptim

izat

ion:

usi

ng G

A a

nd f

uzzy

set

s th

eory

for

unc

erta

inti

es in

cos

t. C

ME

Fuz

zy S

ets

The

ory

2009

S

erda

r K

ale

Fuz

zy I

ntel

lect

ual C

apit

al I

ndex

for

Con

stru

ctio

n Fi

rms.

JC

EM

Fuz

zy S

ets

The

ory

2009

E

hsan

Esh

teha

rdia

n, A

bbas

Afs

har,

Rez

a A

bbas

nia

Fuz

zy-b

ased

MO

GA

app

roac

h to

sto

chas

tic

tim

e–co

st tr

ade-

off

prob

lem

. A

IC

Fuz

zy S

ets

The

ory

2009

Y

i-K

ai J

uan,

Yen

g-H

orng

Per

ng, D

anie

l Cas

tro-

Lac

outu

re,

Kuo

-She

ng L

u H

ousi

ng r

efur

bish

men

t con

trac

tor

sele

ctio

n ba

sed

on a

hyb

rid

fuzz

y-Q

FD

app

roac

h.

AIC

Fuz

zy S

ets

The

ory

2009

T

illm

ann

Sach

s, R

ober

t Tio

ng

Qua

ntif

ying

Qua

lita

tive

Info

rmat

ion

on R

isks

: Dev

elop

men

t of

the

QQ

IR M

etho

d.

JCE

M

Fuzz

y Se

ts T

heor

y 20

09

Ban

afsh

eh Z

ahra

ie, M

ehdi

Tav

akol

an

Sto

chas

tic

Tim

e-C

ost-

Res

ourc

e U

tili

zati

on O

ptim

izat

ion

Usi

ng N

ondo

min

ated

Sor

ting

Gen

etic

Alg

orit

hm a

nd D

iscr

ete

Fuz

zy

Set

s.

JCE

M

Fuz

zy S

ets

The

ory

2011

A

. Nie

to-M

orot

e, F

. Ruz

-Vil

a A

fuz

zy a

ppro

ach

to c

onst

ruct

ion

proj

ect r

isk

asse

ssm

ent.

IJP

M

Fuzz

y Se

ts T

heor

y 20

11

Bo

Xia

, Alb

ert C

han,

Joh

n F.

Y. Y

eung

D

evel

opin

g a

Fuzz

y M

ulti

crit

eria

Dec

isio

n-M

akin

g M

odel

for

Sel

ecti

ng D

esig

n-B

uild

Ope

rati

onal

Var

iati

ons.

JC

EM

Fuz

zy S

ets

The

ory

2011

B

aaba

k A

shur

i, M

ehdi

Tav

akol

an

Fuz

zy E

nabl

ed H

ybri

d G

enet

ic A

lgor

ithm

-Par

ticl

e S

war

m O

ptim

izat

ion

App

roac

h to

Sol

ve T

CR

O P

robl

ems

in C

onst

ruct

ion

Pro

ject

Pla

nnin

g.

JCE

M

Fuz

zy S

ets

The

ory

2011

A

lexa

nder

Mar

avas

, Joh

n-P

aris

Pan

touv

akis

F

uzzy

Rep

etit

ive

Sch

edul

ing

Met

hod

for

Proj

ects

wit

h R

epea

ting

Act

ivit

ies.

JC

EM

Fuz

zy S

ets

The

ory

2012

A

na N

ieto

-Mor

ote,

Fra

ncis

co R

uz-V

ila

A f

uzzy

mul

ti-c

rite

ria

deci

sion

-mak

ing

mod

el f

or c

onst

ruct

ion

cont

ract

or p

requ

alif

icat

ion.

A

IC

Fuz

zy S

ets

The

ory

2012

E

dyta

Ple

bank

iew

icz

A f

uzzy

set

s ba

sed

cont

ract

or p

requ

alif

icat

ion

proc

edur

e.

AIC

Fuz

zy S

ets

The

ory

2012

Q

ian

Shi,

Tom

as B

lom

quis

t A

new

app

roac

h fo

r pr

ojec

t sch

edul

ing

usin

g fu

zzy

depe

nden

cy s

truc

ture

mat

rix.

IJ

PM

Fuz

zy S

ets

The

ory

2012

A

lexa

nder

Mar

avas

, Joh

n-Pa

ris

Pant

ouva

kis

Proj

ect c

ash

flow

ana

lysi

s in

the

pres

ence

of

unce

rtai

nty

in a

ctiv

ity

dura

tion

and

cos

t. IJ

PM

Fuz

zy S

ets

The

ory

2013

Ju

i-Sh

eng

Cho

u, A

nh-D

uc P

ham

, Hsi

n W

ang

Bid

ding

str

ateg

y to

sup

port

dec

isio

n-m

akin

g by

inte

grat

ing

fuzz

y A

HP

and

reg

ress

ion-

base

d si

mul

atio

n.

AIC

Fuzz

y Se

ts T

heor

y 20

13

Xia

nbo

Zha

o, B

on-G

ang

Hw

ang,

Sui

Phe

ng L

ow

Dev

elop

ing

Fuzz

y E

nter

pris

e R

isk

Man

agem

ent M

atur

ity

Mod

el f

or C

onst

ruct

ion

Firm

s.

JCE

M

Fuz

zy S

ets

The

ory

2013

M

oham

mad

Am

mar

, Tar

ek Z

ayed

, Osa

ma

Mos

elhi

Fu

zzy-

Bas

ed L

ife-

Cyc

le C

ost M

odel

for

Dec

isio

n M

akin

g un

der

Subj

ecti

vity

. JC

EM

Fuz

zy S

yste

ms

The

ory

2011

V

arun

Kis

hore

, Dul

cy A

brah

am, J

osep

h S

infi

eld

Port

foli

o C

ash

Ass

essm

ent U

sing

Fuz

zy S

yste

ms

The

ory.

JC

EM

Fuz

zy T

heor

y 20

04

Tin

g-Y

a H

sieh

, Shi

h-T

ong

Lu,

Gw

o-H

shiu

ng T

zeng

F

uzzy

MC

DM

app

roac

h fo

r pl

anni

ng a

nd d

esig

n te

nder

s se

lect

ion

in p

ubli

c of

fice

bui

ldin

gs.

IJP

M

Gam

e T

heor

y 20

05

S. P

ing

Ho

Bid

Com

pens

atio

n D

ecis

ion

Mod

el f

or P

roje

cts

with

Cos

tly

Bid

Pre

para

tion.

JC

EM

Gam

e T

heor

y 20

06

S. P

ing

Ho

Mod

el f

or F

inan

cial

Ren

egot

iati

on in

Pub

lic-

Pri

vate

Par

tner

ship

Pro

ject

s an

d It

s Po

licy

Im

plic

atio

ns: G

ame

The

oret

ic V

iew

. JC

EM

Gam

e T

heor

y 20

07

Fran

cesc

a M

edda

A

gam

e th

eory

app

roac

h fo

r th

e al

loca

tion

of

risk

s in

tran

spor

t pub

lic

priv

ate

part

ners

hips

. IJ

PM

Gam

e T

heor

y 20

11

Jeon

gWoo

k So

n, E

ddy

Roj

as

Evo

luti

on o

f C

olla

bora

tion

in T

empo

rary

Pro

ject

Tea

ms:

An

Age

nt-B

ased

Mod

elin

g an

d Si

mul

atio

n A

ppro

ach.

JC

EM

Gam

e T

heor

y 20

11

Hak

an U

nsal

, Joh

n E

. Tay

lor

Mod

elin

g In

terf

irm

Dep

ende

ncy:

Gam

e T

heor

etic

Sim

ulat

ion

to E

xam

ine

the

Hol

dup

Pro

blem

in P

roje

ct N

etw

orks

. JC

EM

Goa

l-Se

ttin

g T

heor

y 20

02

Ani

ta L

iu, M

ei-y

ung

Leu

ng

Dev

elop

ing

a so

ft v

alue

man

agem

ent m

odel

. IJ

PM

Gra

ph T

heor

y 20

09

Mar

yam

Dar

vish

, Meh

rdad

Yas

aei,

Azi

ta S

aeed

i A

ppli

catio

n of

the

grap

h th

eory

and

mat

rix

met

hods

to c

ontr

acto

r ra

nkin

g.

IJP

M

Gro

unde

d T

heor

y 19

99

Mar

tin

Loo

sem

ore

A g

roun

ded

theo

ry o

f co

nstr

ucti

on c

risi

s m

anag

emen

t. C

ME



Jo

urn

al A

bbr

evia

tion

s: P

MJ:

Pro

ject

Man

agem

ent J

ourn

al,

IJP

M:

Inte

rnat

iona

l Jou

rnal

of P

roje

ct M

anag

emen

t, IJ

MP

B:

Inte

rnat

iona

l Jou

rnal

of M

anag

ing

Proj

ects

in

Bus

ines

s, C

ME

: C

onst

ruct

ion

Man

agem

ent

and

Eco

nom

ics,

JCE

M:

Jour

nal

of C

onst

ruct

ion

Eng

inee

ring

and

Man

agem

ent,

AIC

: A

utom

atio

n in

Con

stru

ctio

n, a

nd

IJ

PO

M:

Inte

rnat

iona

l Jou

rnal

of P

roje

ct O

rgan

isat

ion

and

Man

agem

ent.

Th

eory

D

ate

Au

thor

(s)

Nam

e of

Pap

er

Jour

nal

G

roun

ded

The

ory

2000

A

ndre

w D

aint

y, B

arba

ra B

agil

hole

, Ric

hard

Nea

le

A g

roun

ded

theo

ry o

f w

omen

's c

aree

r un

der-

achi

evem

ent i

n la

rge

UK

con

stru

ctio

n co

mpa

nies

. C

ME

Gro

unde

d T

heor

y 20

04

Kor

in K

endr

a, L

aura

Tap

lin

Pro

ject

Suc

cess

: A C

ultu

ral F

ram

ewor

k.

PMJ

Gro

unde

d T

heor

y 20

05

Jane

Hel

m, R

emin

gton

Kay

e E

ffec

tive

Pro

ject

Spo

nsor

ship

An

Eva

luat

ion

of th

e R

ole

of th

e E

xecu

tive

Spo

nsor

in C

ompl

ex I

nfra

stru

ctur

e P

roje

cts

By

Sen

ior

Proj

ect M

anag

ers.

PM

J

Gro

unde

d T

heor

y 20

07

Jerr

y W

ellm

an

Lea

ders

hip

Beh

avio

rs in

Mat

rix

Env

iron

men

ts.

PMJ

Gro

unde

d T

heor

y 20

09

Pet

er B

arre

tt, M

onty

Sut

risn

a M

etho

dolo

gica

l str

ateg

ies

to g

ain

insi

ghts

into

info

rmal

ity

and

emer

genc

e in

con

stru

ctio

n pr

ojec

t cas

e st

udie

s.

CM

E

Gro

unde

d T

heor

y 20

10

Stu

art G

reen

, Chu

ng-C

hin

Kao

, Gra

eme

Lar

sen

Con

text

uali

st R

esea

rch:

Ite

rati

ng b

etw

een

Met

hods

Whi

le F

ollo

win

g an

Em

piri

call

y G

roun

ded

App

roac

h.

JCE

M

Gro

unde

d T

heor

y 20

12

Bev

erly

Pas

ian,

Sha

nkar

San

kara

n, S

pike

Boy

dell

Proj

ect m

anag

emen

t mat

urit

y: a

cri

tica

l ana

lysi

s of

exi

stin

g an

d em

erge

nt f

acto

rs.

IJM

PB

Gro

unde

d T

heor

y 20

13

And

reas

Phe

lps,

Mic

hael

Hor

man

E

thno

grap

hic

The

ory-

Bui

ldin

g R

esea

rch

in C

onst

ruct

ion.

JC

EM

Gro

unde

d T

heor

y 20

13

Dir

k K

lim

keit

O

rgan

izat

iona

l con

text

and

col

labo

rati

on o

n in

tern

atio

nal p

roje

cts:

The

cas

e of

a p

rofe

ssio

nal s

ervi

ce f

irm

. IJ

PM

Gro

unde

d T

heor

y 20

13

Sco

tt F

erni

e, S

tuar

t Ten

nant

T

he n

on-a

dopt

ion

of s

uppl

y ch

ain

man

agem

ent.

CM

E

Hig

h R

elia

bili

ty T

heor

y 20

10

Tim

Bra

dy, A

ndre

w D

avie

s Fr

om h

ero

to h

ubri

s –

Rec

onsi

deri

ng th

e pr

ojec

t man

agem

ent o

f H

eath

row

’s T

erm

inal

5.

IJP

M

Inno

vati

on D

iffu

sion

T

heor

y 20

05

Ser

dar

Kal

e, D

avid

Ard

iti

Dif

fusi

on o

f C

ompu

ter

Aid

ed D

esig

n T

echn

olog

y in

Arc

hite

ctur

al D

esig

n P

ract

ice.

JC

EM

Inno

vati

on D

iffu

sion

T

heor

y 20

06

Serd

ar K

ale,

Dav

id A

rditi

D

iffu

sion

of

ISO

900

0 ce

rtif

icat

ion

in th

e pr

ecas

t con

cret

e in

dust

ry.

CM

E

Inno

vati

on T

heor

y 20

00

Sara

h Sl

augh

ter,

Hik

aru

Shim

izu

`Clu

ster

s' o

f in

nova

tions

in r

ecen

t lon

g sp

an a

nd m

ulti

-seg

men

tal b

ridg

es.

CM

E

Inno

vati

on T

heor

y 20

07

Kri

stia

n W

idén

, Ben

gt H

anss

on

Dif

fusi

on c

hara

cter

isti

cs o

f pr

ivat

e se

ctor

fin

ance

d in

nova

tion

in S

wed

en.

CM

E

Inst

itut

iona

l The

ory

2001

D

avid

Gre

enw

ood

Subc

ontr

act p

rocu

rem

ent:

are

rel

atio

nshi

ps c

hang

ing?

C

ME

Inst

itut

iona

l The

ory

2005

Ja

akko

Kuj

ala,

Tuo

mas

Aho

la

The

val

ue o

f cu

stom

er s

atis

fact

ion

surv

eys

for

proj

ect-

base

d or

gani

zati

ons:

sym

boli

c, te

chni

cal,

or n

one.

IJ

PM

Inst

itut

iona

l The

ory

2007

A

shw

in M

ahal

inga

m, R

aym

ond

Lev

itt

Inst

itut

iona

l The

ory

as a

Fra

mew

ork

for

Ana

lyzi

ng C

onfl

icts

on

Glo

bal P

roje

cts.

JC

EM

Inst

itut

iona

l The

ory

2010

A

my

Jave

rnic

k-W

ill,

Ray

mon

d L

evit

t M

obili

zing

Ins

titut

iona

l Kno

wle

dge

for

Inte

rnat

iona

l Pro

ject

s.

JCE

M

Inst

itut

iona

l The

ory

2010

A

my

Jave

rnic

k-W

ill,

W. R

icha

rd S

cott

W

ho N

eeds

to K

now

Wha

t? I

nstit

utio

nal K

now

ledg

e an

d G

loba

l Pro

ject

s.

JCE

M

Inst

itut

iona

l The

ory

2011

C

hery

l Chi

, Am

y N

icol

e Ja

vern

ick-

Wil

l In

stit

utio

nal e

ffec

ts o

n pr

ojec

t arr

ange

men

t: h

igh-

spee

d ra

il p

roje

cts

in C

hina

and

Tai

wan

. C

ME

Kno

wle

dge

Cre

atio

n T

heor

y 20

03

Pat

rick

Fon

g K

now

ledg

e cr

eatio

n in

mul

tidi

scip

lina

ry p

roje

ct te

ams:

an

empi

rica

l stu

dy o

f th

e pr

oces

ses

and

thei

r dy

nam

ic

inte

rrel

atio

nshi

ps.

IJP

M

Lea

ders

hip

The

ory

2013

A

na K

. Tys

sen,

And

reas

Wal

d, P

atri

ck S

plet

h L

eade

rshi

p in

Tem

pora

ry O

rgan

izat

ions

: A R

evie

w o

f L

eade

rshi

p T

heor

ies

and

a R

esea

rch

Age

nda.

P

MJ

Lea

n P

rodu

ctio

n T

heor

y 20

06

Alb

ert A

gbul

os, Y

asse

r M

oham

ed, M

oham

ed A

l-H

usse

in,

Sim

aan

Abo

uRiz

k, J

ohn

Roe

sch

App

lica

tion

of L

ean

Con

cept

s an

d Si

mul

atio

n A

naly

sis

to I

mpr

ove

Eff

icie

ncy

of D

rain

age

Ope

rati

ons

Mai

nten

ance

Cre

ws.

JC

EM

Lea

rnin

g-C

urve

The

ory

2000

C

hris

toph

er W

ater

wor

th

Rel

earn

ing

the

Lea

rnin

g C

urve

: A R

evie

w o

f th

e D

eriv

atio

n an

d A

ppli

cati

ons

of L

earn

ing-

Cur

ve T

heor

y.

PMJ

Lea

rnin

g-C

urve

The

ory

2009

Ji

mm

ie H

inze

, Sve

tlan

a O

lbin

a E

mpi

rica

l Ana

lysi

s of

the

Lea

rnin

g C

urve

Pri

ncip

le in

Pre

stre

ssed

Con

cret

e P

iles

. JC

EM

Lea

rnin

g-C

urve

The

ory

2010

A

bdul

aziz

Jar

kas

Cri

tica

l Inv

esti

gati

on in

to th

e A

ppli

cabi

lity

of

the

Lea

rnin

g C

urve

The

ory

to R

ebar

Fix

ing

Lab

or P

rodu

ctiv

ity.

JC

EM

Lea

rnin

g-C

urve

The

ory

2011

A

bdul

aziz

Jar

kas,

Mal

colm

Hor

ner

Rev

isit

ing

the

appl

icab

ilit

y of

lear

ning

cur

ve th

eory

to f

orm

wor

k la

bour

pro

duct

ivit

y.

CM

E



Jo

urn

al A

bbr

evia

tion

s: P

MJ:

Pro

ject

Man

agem

ent J

ourn

al,

IJP

M:

Inte

rnat

iona

l Jou

rnal

of P

roje

ct M

anag

emen

t, IJ

MP

B:

Inte

rnat

iona

l Jou

rnal

of M

anag

ing

Proj

ects

in

Bus

ines

s, C

ME

: C

onst

ruct

ion

Man

agem

ent

and

Eco

nom

ics,

JCE

M:

Jour

nal

of C

onst

ruct

ion

Eng

inee

ring

and

Man

agem

ent,

AIC

: A

utom

atio

n in

Con

stru

ctio

n, a

nd

IJ

PO

M:

Inte

rnat

iona

l Jou

rnal

of P

roje

ct O

rgan

isat

ion

and

Man

agem

ent.

Th

eory

D

ate

Au

thor

(s)

Nam

e of

Pap

er

Jour

nal

L

earn

ing-

Cur

ve T

heor

y 20

12

Rob

erta

Pel

legr

ino,

Nic

ola

Cos

tant

ino,

Rob

erto

Pie

trof

orte

, Si

lvio

San

cilio

C

onst

ruct

ion

of m

ulti

-sto

rey

conc

rete

str

uctu

res

in I

taly

: pat

tern

s of

pro

duct

ivit

y an

d le

arni

ng c

urve

s.

CM

E

Leg

itim

acy

The

ory

2013

K

irsi

Aal

tone

n T

he e

stab

lishm

ent o

f le

giti

mac

y: th

e ca

se o

f in

tern

atio

nal p

roje

cts.

IJ

MP

B

Lif

e C

ycle

Man

agem

ent

The

ory

2006

G

ang

Xie

, Jin

long

Zha

ng, K

.K. L

ai

Ris

k av

oida

nce

in b

iddi

ng f

or s

oftw

are

proj

ects

bas

ed o

n li

fe c

ycle

man

agem

ent t

heor

y.

IJP

M

Lim

it A

naly

sis

The

ory

2013

B

. Riv

iero

, M. S

olla

, I. d

e A

rtea

ga, P

. Ari

as, P

. Mor

er

A n

ovel

app

roac

h to

eva

luat

e m

ason

ry a

rch

stab

ilit

y on

the

basi

s of

lim

it a

naly

sis

theo

ry a

nd n

on-d

estr

ucti

ve g

eom

etri

c ch

arac

teri

zati

on.

AIC

Man

agem

ent T

heor

y 20

07

John

Alf

red

Roo

ke, L

auri

Kos

kela

, Dav

id S

eym

our

Prod

ucin

g th

ings

or

prod

ucti

on f

low

s? O

ntol

ogic

al a

ssum

ptio

ns in

the

thin

king

of

man

ager

s an

d pr

ofes

sion

als

in c

onst

ruct

ion.

C

ME

Mar

ket S

egm

enta

tion

The

ory

2009

H

enk-

Jan

Van

Mos

sel,

Ad

Str

aub

The

nee

d fo

r cu

stom

izin

g m

aint

enan

ce s

ervi

ces

in s

ocia

l hou

sing

. C

ME

Mar

keti

ng T

heor

y 20

07

Per

ry J

ohn

For

syth

e A

con

cept

ual f

ram

ewor

k fo

r st

udyi

ng c

usto

mer

sat

isfa

ctio

n in

res

iden

tial

con

stru

ctio

n.

CM

E

Max

imal

Flo

w T

heor

y 20

04

Jinm

ing

Liu

, Fre

d R

ahba

r P

roje

ct T

ime-

Cos

t Tra

de-O

ff O

ptim

izat

ion

by M

axim

al F

low

The

ory.

JC

EM

Mea

sure

men

t The

ory

2007

H

siuy

u T

sai,

Lun

gcha

ng W

ang,

Lee

kuo

Lin

A

stu

dy o

n im

prov

ing

the

rank

ing

proc

edur

e fo

r de

term

inin

g th

e m

ost a

dvan

tage

ous

tend

er.

CM

E

Med

ia R

ichn

ess

The

ory

2003

R

alf

Mül

ler

Det

erm

inan

ts f

or e

xter

nal c

omm

unic

atio

ns o

f IT

pro

ject

man

ager

s.

IJP

M

Mem

bran

e T

heor

y of

Thi

n S

hell

s 20

10

I. V

izot

to

Com

puta

tion

al g

ener

atio

n of

fre

e-fo

rm s

hell

s in

arc

hite

ctur

al d

esig

n an

d ci

vil e

ngin

eeri

ng.

AIC

Mod

ular

ity

The

ory

2008

E

rik

de W

aard

, Eri

c-H

ans

Kra

mer

T

ailo

red

task

for

ces:

Tem

pora

ry o

rgan

izat

ions

and

mod

ular

ity.

IJ

PM

Neo

clas

sica

l M

icro

econ

omic

The

ory

2006

M

arti

n Sk

itm

ore,

Gor

an R

unes

on, X

inli

ng C

hang

C

onst

ruct

ion

pric

e fo

rmat

ion:

ful

lco

st p

rici

ng o

r ne

ocla

ssic

al m

icro

econ

omic

theo

ry?

CM

E

Neo

clas

sica

l M

icro

econ

omic

The

ory

2007

M

arti

n Sk

itm

ore,

Hed

ley

Sm

ith

Pric

ing

cons

truc

tion

wor

k: a

mar

keti

ng v

iew

poin

t. C

ME

Neo

clas

sica

l M

icro

econ

omic

The

ory

2013

W

en-d

er Y

u, K

wo-

Wuu

Wan

g, M

ing-

Teh

Wan

g P

rici

ng S

trat

egy

for

Bes

t Val

ue T

ende

r.

JCE

M

Net

wor

k T

heor

y 20

11

Abu

Nas

er C

how

dhur

y, P

o-H

an C

hen,

Rob

ert T

iong

A

naly

sing

the

stru

ctur

e of

pub

lic-

priv

ate

part

ners

hip

proj

ects

usi

ng n

etw

ork

theo

ry.

CM

E

Net

wor

k T

heor

y of

E

mbe

dded

ness

20

03

Yea

n Y

ng L

ing

A c

once

ptua

l mod

el f

or s

elec

tion

of

arch

itec

ts b

y pr

ojec

t man

ager

s in

Sin

gapo

re.

IJPM

New

Ins

titu

tion

al

Eco

nom

ics

The

ory

2012

H

. Pin

g T

sern

g, J

effr

ey R

usse

ll, C

hing

-Wen

Hsu

, Chi

eh L

in

Ana

lyzi

ng th

e R

ole

of N

atio

nal P

PP

Uni

ts in

Pro

mot

ing

PPP

s: U

sing

New

Ins

titu

tion

al E

cono

mic

s an

d a

Cas

e St

udy.

JC

EM

Nic

he T

heor

y 20

13

Hua

n Y

ang,

Wei

shen

g L

u N

iche

com

pari

sons

: tow

ard

a ne

w a

ppro

ach

for

anal

ysin

g co

mpe

titi

on a

nd o

rgan

izat

iona

l per

form

ance

in th

e in

tern

atio

nal

cons

truc

tion

mar

ket.

CM

E

Nor

mal

Acc

iden

t The

ory

2010

T

im B

rady

, And

rew

Dav

ies

Fro

m h

ero

to h

ubri

s –

Rec

onsi

deri

ng th

e pr

ojec

t man

agem

ent o

f H

eath

row

’s T

erm

inal

5.

IJP

M

Ope

n S

yste

m T

heor

y 20

04

Kor

in K

endr

a, L

aura

Tap

lin

Pro

ject

Suc

cess

: A C

ultu

ral F

ram

ewor

k.

PMJ

Opt

ion

Pric

ing

The

ory

2001

Sa

id B

ouke

ndou

r, R

ahim

Bah

T

he g

uara

ntee

d m

axim

um p

rice

con

trac

t as

call

opt

ion.

C

ME

Opt

ion

Pric

ing

The

ory

2002

S.

Pin

g H

o, L

iang

Y. L

iu

An

opti

on p

rici

ng-b

ased

mod

el f

or e

valu

atin

g th

e fi

nanc

ial v

iabi

lity

of

priv

atiz

ed in

fras

truc

ture

pro

ject

s.

CM

E

Opt

ion

Pric

ing

The

ory

2003

S.

Pin

g H

o, L

iang

Y. L

iu

How

to E

valu

ate

and

Inve

st in

Em

ergi

ng A

/E/C

Tec

hnol

ogie

s un

der

Unc

erta

inty

. JC

EM

Opt

ion

Pric

ing

The

ory

2009

Is

lam

El-

adaw

ay, A

mr

Kan

dil

Con

trac

tors

’ C

laim

s In

sura

nce:

A R

isk

Ret

entio

n A

ppro

ach.

JC

EM

Opt

ion

Pric

ing

The

ory

2011

R

. Dav

id E

spin

oza

Con

ting

ency

est

imat

ing

usin

g op

tion

pri

cing

theo

ry: c

losi

ng th

e ga

p be

twee

n th

eory

and

pra

ctic

e.

CM

E

Org

aniz

atio

n T

heor

y 20

04

Alm

ula

Kok

sal,

Dav

id A

rdit

i Pr

edic

ting

Con

stru

ctio

n C

ompa

ny D

ecli

ne.

JCE

M



Jo

urn

al A

bbr

evia

tion

s: P

MJ:

Pro

ject

Man

agem

ent J

ourn

al,

IJP

M:

Inte

rnat

iona

l Jou

rnal

of P

roje

ct M

anag

emen

t, IJ

MP

B:

Inte

rnat

iona

l Jou

rnal

of M

anag

ing

Proj

ects

in

Bus

ines

s, C

ME

: C

onst

ruct

ion

Man

agem

ent

and

Eco

nom

ics,

JCE

M:

Jour

nal

of C

onst

ruct

ion

Eng

inee

ring

and

Man

agem

ent,

AIC

: A

utom

atio

n in

Con

stru

ctio

n, a

nd

IJ

PO

M:

Inte

rnat

iona

l Jou

rnal

of P

roje

ct O

rgan

isat

ion

and

Man

agem

ent.

Th

eory

D

ate

Au

thor

(s)

Nam

e of

Pap

er

Jour

nal

O

rgan

izat

ion

The

ory

2009

Jo

hn A

lfre

d R

ooke

, Lau

ri K

oske

la, M

ike

Kag

iogl

ou

Info

rmal

ity

in o

rgan

izat

ion

and

rese

arch

: a r

evie

w a

nd a

pro

posa

l.

CM

E

Org

aniz

atio

n T

heor

y 20

12

Tuo

mas

Aho

la, A

ndre

w D

avie

s In

sigh

ts f

or th

e go

vern

ance

of

larg

e pr

ojec

tsA

naly

sis

of O

rgan

izat

ion

The

ory

and

Pro

ject

Man

agem

ent:

Adm

inis

teri

ng

Unc

erta

inty

in N

orw

egia

n O

ffsh

ore

Oil

by

Sti

nchc

ombe

and

Hei

mer

. IJ

MP

B

Org

aniz

atio

n T

heor

y 20

12

Jona

s S

öder

lund

P

roje

ct m

anag

emen

t, in

terd

epen

denc

ies,

and

tim

eIns

ight

s fr

om M

anag

ing

Lar

ge S

yste

ms

by S

ayle

s an

d C

hand

ler.

IJ

MP

B

Org

aniz

atio

nal T

heor

y 20

03

J. R

odne

y T

urne

r, R

alf

Mül

ler

On

the

natu

re o

f th

e pr

ojec

t as

a te

mpo

rary

org

aniz

atio

n.

IJP

M

Org

aniz

atio

nal T

heor

y 20

06

And

rew

Cha

ng, C

hih-

Chi

ang

Tie

n Q

uant

ifyi

ng u

ncer

tain

ty a

nd e

quiv

ocal

ity

in e

ngin

eeri

ng p

roje

cts.

C

ME

Org

aniz

atio

nal T

heor

y 20

13

Ann

a Je

rbra

nt, T

ina

Kar

rbom

Gus

tavs

son

Man

agin

g pr

ojec

t por

tfol

ios:

bal

anci

ng f

lexi

bili

ty a

nd s

truc

ture

by

impr

ovis

ing.

IJ

MP

B

Per

sona

l Con

stru

ct T

heor

y 20

08

Zhi

kun

Din

g, F

ungf

ai N

g A

new

way

of

deve

lopi

ng s

eman

tic

diff

eren

tial

sca

les

wit

h pe

rson

al c

onst

ruct

theo

ry.

CM

E

Pers

onal

Con

stru

ct T

heor

y 20

10

Zhi

kun

Din

g, F

ungf

ai N

g Pe

rson

al C

onst

ruct

-Bas

ed F

acto

rs A

ffec

ting

Int

erpe

rson

al T

rust

in a

Pro

ject

Des

ign

Tea

m.

JCE

M

Poss

ibil

ity

The

ory

2001

Sh

erif

Moh

amed

, Ali

son

McC

owan

M

odel

ling

pro

ject

inve

stm

ent d

ecis

ions

und

er u

ncer

tain

ty u

sing

pos

sibi

lity

theo

ry.

IJP

M

Pos

sibi

lity

The

ory

2006

N

ang-

Fei

Pan

E

valu

atio

n of

bui

ldin

g pe

rfor

man

ce u

sing

fuz

zy F

TA

. C

ME

Pra

ctic

e T

heor

y 20

11

Mon

ique

Aub

rey,

Ral

f M

ülle

r, J

ohan

nes

Glü

ckle

r E

xplo

ring

PM

Os

thro

ugh

com

mun

ity

of p

ract

ice

theo

ry.

PMJ

Prac

tice

-Bas

ed T

heor

y 20

13

Chr

isti

an K

och,

Chr

isti

an T

hues

en

Kno

wle

dge

shar

ing

in c

onst

ruct

ion

part

neri

ng p

roje

cts

– re

dund

ancy

, bou

ndar

y ob

ject

s an

d br

oker

s IJ

PO

M

Pri

ce I

nten

sity

The

ory

2013

M

ohd

Azr

ai A

zman

, Zul

kifl

ee A

bdul

-Sam

ad, S

uray

a Is

mai

l T

he a

ccur

acy

of p

reli

min

ary

cost

est

imat

es in

Pub

lic

Wor

ks D

epar

tmen

t (P

WD

) of

Pen

insu

lar

Mal

aysi

a.

IJP

M

Prin

cipa

l Com

pone

nt

Ana

lysi

s T

heor

y 20

12

Wei

-min

g L

i, H

ong-

ping

Zhu

, Lie

-yun

Din

g, H

an-b

in L

uo

Stru

ctur

al d

amag

e re

cogn

itio

n by

gro

uped

dat

a ba

sed

on P

rinc

ipal

Com

pone

nt A

naly

sis

theo

ry.

AIC

Pri

ncip

al-A

gent

The

ory

2005

R

alf

Mül

ler,

J. R

odne

y T

urne

r T

he im

pact

of

prin

cipa

l–ag

ent r

elat

ions

hip

and

cont

ract

type

on

com

mun

icat

ion

betw

een

proj

ect o

wne

r an

d m

anag

er.

IJP

M

Prin

cipa

l-A

gent

The

ory

2008

Pi

ng Y

ung,

Law

renc

e W

ai C

hung

Lai

Su

perv

isin

g fo

r qu

ality

: an

empi

rica

l exa

min

atio

n of

inst

itut

iona

l arr

ange

men

ts in

Chi

na's

con

stru

ctio

n in

dust

ry.

CM

E

Prob

abil

ity

The

ory

2011

Y

vonn

e M

oret

, Her

bert

Ein

stei

n E

xper

ienc

e in

Exp

ert E

stim

atio

n of

Pro

babi

liti

es a

nd C

orre

lati

ons

for

Rai

l Lin

e C

onst

ruct

ion.

JC

EM

Prod

ucti

on T

heor

y 20

10

Cle

men

tina

h N

dhlo

vu R

ooke

, Joh

n A

lfre

d R

ooke

, Lau

ri

Kos

kela

, Pat

rici

a T

zort

zopo

ulos

U

sing

the

phys

ical

pro

pert

ies

of a

rtef

acts

to m

anag

e th

roug

h-li

fe k

now

ledg

e fl

ows

in th

e bu

ilt e

nvir

onm

ent:

an

init

ial

expl

orat

ion.

C

ME

Proj

ect C

ontin

genc

y T

heor

y 20

10

Dav

id H

owel

l, C

harl

otta

Win

dahl

, Rai

ner

Seid

el

A p

roje

ct c

onti

ngen

cy f

ram

ewor

k ba

sed

on u

ncer

tain

ty a

nd it

s co

nseq

uenc

es.

IJP

M

Pro

ject

Man

agem

ent

The

ory

2003

K

eith

Sni

der,

Mar

k N

isse

n B

eyon

d th

e B

ody

of K

now

ledg

e: A

Kno

wle

dge-

Flo

w A

ppro

ach

to P

roje

ct M

anag

emen

t The

ory

and

Pra

ctic

e.

PM

J

Pro

ject

Man

agem

ent

The

ory

2006

L

ynda

Bou

rne,

Der

ek W

alke

r V

isua

lizi

ng S

take

hold

er I

nflu

ence

--T

wo

Aus

tral

ian

Exa

mpl

es.

PMJ

Pro

ject

Man

agem

ent

The

ory

2010

J.

Dav

idso

n F

ram

e P

roje

ct m

anag

emen

t the

ory

and

prac

tice

. PM

J

Pro

ject

Man

agem

ent

The

ory

2011

B

asti

an H

anis

ch, A

ndre

as W

ald

A p

roje

ct m

anag

emen

t res

earc

h fr

amew

ork

inte

grat

ing

mul

tipl

e th

eore

tica

l per

spec

tive

s an

d in

flue

ncin

g fa

ctor

s.

PMJ

Pro

ject

Man

agem

ent

The

ory

2012

D

arre

n D

alch

er

The

nat

ure

of p

roje

ct m

anag

emen

tA r

efle

ctio

n on

The

Ana

tom

y of

Maj

or P

roje

cts

by M

orri

s an

d H

ough

. IJ

MPB

Pro

ject

Por

tfol

io T

heor

y 20

08

Bod

il S

tilli

ng B

lich

feld

t, Pe

rnil

le E

sker

od

Pro

ject

por

tfol

io m

anag

emen

t – T

here

’s m

ore

to it

than

wha

t man

agem

ent e

nact

s.

IJP

M

Proj

ect R

isk

The

ory

2009

D

avid

Jam

es B

ryde

, Jur

gen

Mar

c V

olm

Pe

rcep

tion

s of

ow

ners

in G

erm

an c

onst

ruct

ion

proj

ects

: con

grue

nce

with

pro

ject

ris

k th

eory

. C

ME

Pro

ject

The

ory

2013

A

nna

Jerb

rant

, Tin

a K

arrb

om G

usta

vsso

n M

anag

ing

proj

ect p

ortf

olio

s: b

alan

cing

fle

xibi

lity

and

str

uctu

re b

y im

prov

isin

g.

IJM

PB

Pros

pect

The

ory

2011

B

udi H

arto

no, C

hee

Men

g Y

ap

Und

erst

andi

ng r

isky

bid

ding

: a p

rosp

ect-

cont

inge

nt p

ersp

ectiv

e.

CM

E



Jo

urn

al A

bbr

evia

tion

s: P

MJ:

Pro

ject

Man

agem

ent J

ourn

al,

IJP

M:

Inte

rnat

iona

l Jou

rnal

of P

roje

ct M

anag

emen

t, IJ

MP

B:

Inte

rnat

iona

l Jou

rnal

of M

anag

ing

Proj

ects

in

Bus

ines

s, C

ME

: C

onst

ruct

ion

Man

agem

ent

and

Eco

nom

ics,

JCE

M:

Jour

nal

of C

onst

ruct

ion

Eng

inee

ring

and

Man

agem

ent,

AIC

: A

utom

atio

n in

Con

stru

ctio

n, a

nd

IJ

PO

M:

Inte

rnat

iona

l Jou

rnal

of P

roje

ct O

rgan

isat

ion

and

Man

agem

ent.

Th

eory

D

ate

Au

thor

(s)

Nam

e of

Pap

er

Jour

nal

Q

ueer

The

ory

2013

P

aul C

han

Que

er e

ye o

n a

‘str

aigh

t’ li

fe: d

econ

stru

ctin

g m

ascu

lini

ties

in c

onst

ruct

ion.

C

ME

Que

er T

heor

y 20

13

Nic

k R

umen

s Q

ueer

ing

men

and

mas

culin

itie

s in

con

stru

ctio

n: to

war

ds a

res

earc

h ag

enda

. C

ME

ueui

ng T

heor

y 20

09

Min

-Yua

n C

heng

, Hsi

ng-C

hih

Tsa

i, Y

un-Y

an L

ai

Con

stru

ctio

n m

anag

emen

t pro

cess

ree

ngin

eeri

ng p

erfo

rman

ce m

easu

rem

ents

. A

IC

Rea

l Opt

ions

The

ory

2010

C

arol

Men

assa

, Fen

iosk

y Pe

ña M

ora,

Nei

l Pea

rson

S

tudy

of

Rea

l Opt

ions

wit

h E

xoge

nous

Com

peti

tive

Ent

ry to

Ana

lyze

Dis

pute

Res

olut

ion

Lad

der

Inve

stm

ents

in A

rchi

tect

ure,

E

ngin

eeri

ng, a

nd C

onst

ruct

ion

Proj

ects

. JC

EM

Rea

l Opt

ions

The

ory

2011

R

ober

ta P

elle

grin

o, L

uigi

Rai

nier

i, N

icol

a C

osta

ntin

o, G

iova

nni

Mum

mol

o A

rea

l opt

ions

-bas

ed m

odel

to s

uppo

rtin

g ri

sk a

lloca

tion

in p

rice

cap

reg

ulat

ion

appr

oach

for

pub

lic

util

itie

s.

CM

E

Rei

nfor

cem

ent T

heor

y 20

01

C.M

. Tam

, Iva

n Fu

ng, A

lber

t Cha

n St

udy

of a

ttit

ude

chan

ges

in p

eopl

e af

ter

the

impl

emen

tati

on o

f a

new

saf

ety

man

agem

ent s

yste

m: t

he s

uper

visi

on p

lan.

C

ME

Res

ourc

e Pa

rtiti

onin

g T

heor

y 20

12

Hua

n Y

ang,

Alb

ert C

han,

Joh

n F.

Y. Y

eung

, Qim

ing

Li

Con

cent

rati

on E

ffec

t on

Con

stru

ctio

n Fi

rms:

Tes

ts o

f R

esou

rce

Par

titio

ning

The

ory

in J

iang

su P

rovi

nce

(Chi

na)

from

198

9 to

20

07.

JCE

M

Res

ourc

e-B

ased

The

ory

2005

R

en-J

ye D

zeng

, Kuo

-She

ng W

en

Eva

luat

ing

proj

ect t

eam

ing

stra

tegi

es f

or c

onst

ruct

ion

of T

aipe

i 101

usi

ng r

esou

rce-

base

d th

eory

. IJ

PM

Rev

enue

Equ

ival

ence

T

heor

y 20

06

Der

ek D

rew

, Mar

tin

Ski

tmor

e T

esti

ng V

icke

ry’s

Rev

enue

Equ

ival

ence

The

ory

in C

onst

ruct

ion

Auc

tion

s.

JCE

M

Ris

k M

anag

emen

t The

ory

2005

H

azel

Tay

lor

Con

grue

nce

betw

een

risk

man

agem

ent t

heor

y an

d pr

acti

ce in

Hon

g K

ong

vend

or-d

rive

n IT

pro

ject

s.

IJP

M

Rol

e C

onfl

ict T

heor

y 20

10

Rav

ikir

an D

wiv

edul

a, C

hris

toph

e B

redi

llet

T

he r

elat

ions

hip

betw

een

orga

niza

tion

al a

nd p

rofe

ssio

nal c

omm

itm

ent i

n th

e ca

se o

f pr

ojec

t wor

kers

: Im

plic

atio

ns f

or p

roje

ct

man

agem

ent.

PMJ

Rou

gh S

et T

heor

y 20

06

Chi

Min

g T

am, T

hom

as T

ang,

K.K

. Cha

n R

ough

set

theo

ry f

or d

istil

ling

con

stru

ctio

n sa

fety

mea

sure

s.

CM

E

Sit

uate

d L

earn

ing

The

ory

2013

K

am J

ugde

v, G

ita

Mat

hur

Bri

dgin

g si

tuat

ed le

arni

ng th

eory

to th

e re

sour

ce-b

ased

vie

w o

f pr

ojec

t man

agem

ent.

IJM

PB

Soci

al C

ogni

tive

The

ory

2009

M

arti

n M

orga

n T

uuli,

Ste

ve R

owli

nson

E

mpo

wer

men

t in

proj

ect t

eam

s: a

mul

tile

vel e

xam

inat

ion

of th

e jo

b pe

rfor

man

ce im

plic

atio

ns.

CM

E

Soc

ial C

onfl

ict T

heor

y 20

11

Gua

ngsh

e Ji

a, F

angj

un Y

ang,

Gua

ngbi

n W

ang,

Bao

nan

Hon

g,

Rui

You

A

stu

dy o

f m

ega

proj

ect f

rom

a p

ersp

ectiv

e of

soc

ial c

onfl

ict t

heor

y.

IJP

M

Soci

al I

dent

ity

The

ory

2003

Fl

oren

ce P

hua,

Ste

ve R

owli

nson

C

ultu

ral d

iffe

renc

es a

s an

exp

lana

tory

var

iabl

e fo

r ad

vers

aria

l att

itude

s in

the

cons

truc

tion

indu

stry

: the

cas

e of

Hon

g K

ong.

C

ME

Soc

ial I

dent

ity

The

ory

2004

F

lore

nce

Phu

a, S

teve

Row

lins

on

Ope

rati

onal

izin

g cu

lture

in c

onst

ruct

ion

man

agem

ent r

esea

rch:

a s

ocia

l ide

ntit

y pe

rspe

ctiv

e in

the

Hon

g K

ong

cont

ext.

CM

E

Soc

ial I

dent

ity

The

ory

2004

F

lore

nce

Phu

a T

he a

ntec

eden

ts o

f co

-ope

rati

ve b

ehav

iour

am

ong

proj

ect t

eam

mem

bers

: an

alte

rnat

ive

pers

pect

ive

on a

n ol

d is

sue.

C

ME

Soc

ial I

dent

ity

The

ory

2010

R

avik

iran

Dw

ived

ula,

Chr

isto

phe

Bre

dill

et

The

rel

atio

nshi

p be

twee

n or

gani

zati

onal

and

pro

fess

iona

l com

mit

men

t in

the

case

of

proj

ect w

orke

rs: I

mpl

icat

ions

for

pro

ject

m

anag

emen

t. PM

J

Soc

ial I

nter

depe

nden

ce

The

ory

2011

N

eera

j Par

olia

, Jam

es J

iang

, Gar

y K

lein

, Tso

ng S

hin

Sheu

T

he c

ontr

ibut

ion

of r

esou

rce

inte

rdep

ende

nce

to I

T p

rogr

am p

erfo

rman

ce: A

soc

ial i

nter

depe

nden

ce p

ersp

ecti

ve.

IJP

M

Soc

ial N

etw

ork

The

ory

2005

S

teph

en P

ryke

T

owar

ds a

soc

ial n

etw

ork

theo

ry o

f pr

ojec

t gov

erna

nce.

C

ME

Soci

otec

hnic

al T

heor

y 20

04

Kor

in K

endr

a, L

aura

Tap

lin

Pro

ject

Suc

cess

: A C

ultu

ral F

ram

ewor

k.

PMJ

Sou

rce

Cre

dibi

lity

The

ory

2003

M

arti

n E

kstr

öm, H

ans

Bjö

rnss

on, C

liff

ord

Nas

s A

ccou

ntin

g fo

r ra

ter

cred

ibil

ity

whe

n ev

alua

ting

AE

C s

ubco

ntra

ctor

s.

CM

E

Stak

ehol

der

The

ory

2006

J.

Sco

tt S

utte

rfie

ld, S

haw

nta

Fri

day-

Str

oud,

She

ryl S

hive

rs-

Bla

ckw

ell

A C

ase

Stu

dy O

f P

roje

ct a

nd S

take

hold

er M

anag

emen

t Fai

lure

s: L

esso

ns L

earn

ed.

PM

J

Stak

ehol

der

The

ory

2006

L

ynda

Bou

rne,

Der

ek W

alke

r V

isua

lizi

ng S

take

hold

er I

nflu

ence

--T

wo

Aus

tral

ian

Exa

mpl

es.

PMJ

Stak

ehol

der

The

ory

2008

C

ampb

ell F

rase

r, C

hunx

ue Z

hu

Stak

ehol

der

perc

eptio

n of

con

stru

ctio

n si

te m

anag

ers'

eff

ectiv

enes

s.

CM

E

Stak

ehol

der

The

ory

2009

Ji

n W

ang,

Yuj

ie X

u, Z

hun

Li

Det

erm

inan

ts f

or e

xter

nal c

omm

unic

atio

ns o

f IT

pro

ject

man

ager

s.

IJP

M

Stak

ehol

der

The

ory

2010

Pa

ul L

itta

u, N

irm

ala

Jyot

hi J

ujag

iri,

Ger

ald

Adl

brec

ht

25 y

ears

of

stak

ehol

der

theo

ry in

pro

ject

man

agem

ent l

iter

atur

e (1

984–

2009

).

PMJ



Jo

urn

al A

bbr

evia

tion

s: P

MJ:

Pro

ject

Man

agem

ent J

ourn

al,

IJP

M:

Inte

rnat

iona

l Jou

rnal

of P

roje

ct M

anag

emen

t, IJ

MP

B:

Inte

rnat

iona

l Jou

rnal

of M

anag

ing

Proj

ects

in

Bus

ines

s, C

ME

: C

onst

ruct

ion

Man

agem

ent

and

Eco

nom

ics,

JCE

M:

Jour

nal

of C

onst

ruct

ion

Eng

inee

ring

and

Man

agem

ent,

AIC

: A

utom

atio

n in

Con

stru

ctio

n, a

nd

IJ

PO

M:

Inte

rnat

iona

l Jou

rnal

of P

roje

ct O

rgan

isat

ion

and

Man

agem

ent.

Th

eory

D

ate

Au

thor

(s)

Nam

e of

Pap

er

Jour

nal

St

akeh

olde

r T

heor

y 20

11

Ani

ta L

iu, R

icha

rd F

ello

ws,

Mar

tin T

uuli

The

rol

e of

cor

pora

te c

itiz

ensh

ip v

alue

s in

pro

mot

ing

corp

orat

e so

cial

per

form

ance

: tow

ards

a c

once

ptua

l mod

el a

nd a

res

earc

h ag

enda

. C

ME

Sta

keho

lder

The

ory

2012

C

laus

Ber

inge

r, D

anie

l Jon

as, H

ans

Geo

rg G

emun

den

Est

abli

shin

g P

roje

ct P

ortf

olio

Man

agem

ent:

An

Exp

lora

tory

Ana

lysi

s of

the

Infl

uenc

e of

Int

erna

l Sta

keho

lder

s' I

nter

actio

ns.

PMJ

Stak

ehol

der

The

ory

2013

C

laus

Ber

inge

r, D

anie

l Jon

as, A

lexa

nder

Koc

k B

ehav

ior

of in

tern

al s

take

hold

ers

in p

roje

ct p

ortf

olio

man

agem

ent a

nd it

s im

pact

on

succ

ess.

IJ

PM

Stak

ehol

der

The

ory

2013

K

jell

Try

gges

tad,

Lis

e Ju

stes

en, J

an M

ouri

tsen

Pr

ojec

t tem

pora

liti

es: h

ow f

rogs

can

bec

ome

stak

ehol

ders

. IJ

MP

B

Stak

ehol

der

The

ory

2013

P

erni

lle

Esk

erod

, Mar

tina

Hue

man

n Su

stai

nabl

e de

velo

pmen

t and

pro

ject

sta

keho

lder

man

agem

ent:

wha

t sta

ndar

ds s

ay.

IJM

PB

Stre

ngth

-of-

Tie

The

ory

2009

K

on S

hing

Ken

neth

Chu

ng, L

iaqu

at H

ossa

in

Mea

suri

ng p

erfo

rman

ce o

f kn

owle

dge-

inte

nsiv

e w

orkg

roup

s th

roug

h so

cial

net

wor

ks.

PMJ

Str

uctu

rati

on T

heor

y 20

08

Step

han

Man

ning

E

mbe

ddin

g pr

ojec

ts in

mul

tipl

e co

ntex

ts –

a s

truc

tura

tion

pers

pect

ive.

IJ

PM

Sup

ply

Cha

in T

heor

y 20

01

Ker

ry L

ondo

n, R

usse

ll K

enle

y A

n in

dust

rial

org

aniz

atio

n ec

onom

ic s

uppl

y ch

ain

appr

oach

for

the

cons

truc

tion

indu

stry

: a r

evie

w.

CM

E

Sys

tem

Int

elli

genc

e T

heor

y20

08

John

ny W

ong,

Hen

g L

i, Je

nkin

Lia

E

valu

atin

g th

e sy

stem

inte

llig

ence

of

the

inte

llig

ent b

uild

ing

syst

ems:

Par

t 2: C

onst

ruct

ion

and

valid

atio

n of

ana

lyti

cal m

odel

s.

AIC

Syst

em R

elia

bili

ty T

heor

y 20

12

Ran

Tao

, Chi

-Min

g T

am

Syst

em r

elia

bili

ty o

ptim

izat

ion

mod

el f

or c

onst

ruct

ion

proj

ects

via

sys

tem

rel

iabi

lity

theo

ry.

AIC

Sys

tem

Rel

iabi

lity

The

ory

2013

R

an T

ao, C

hi-M

ing

Tam

Sy

stem

rel

iabi

lity

theo

ry b

ased

mul

tipl

e-ob

ject

ive

opti

miz

atio

n m

odel

for

con

stru

ctio

n pr

ojec

ts.

AIC

Syst

ems

The

ory

2011

K

aj U

. Kos

kine

n Pr

ojec

t-ba

sed

com

pani

es a

s le

arni

ng o

rgan

isat

ions

: sys

tem

s th

eory

per

spec

tive

IJ

POM

Sys

tem

s T

heor

y 20

13

Seok

ho C

hi, S

angw

on H

an

Ana

lyse

s of

sys

tem

s th

eory

for

con

stru

ctio

n ac

cide

nt p

reve

ntio

n w

ith

spec

ific

ref

eren

ce to

OS

HA

acc

iden

t rep

orts

. IJ

PM

Tec

hnol

ogy

Acc

epta

nce

Mod

el T

heor

y 20

12

Gha

ng L

ee, J

oonb

eom

Cho

, Sun

gil H

am, T

aekw

an L

ee, G

aang

L

ee, S

eok-

Heo

n Y

un, H

yung

-Jun

Yan

g A

BIM

- an

d se

nsor

-bas

ed to

wer

cra

ne n

avig

atio

n sy

stem

for

bli

nd li

fts.

A

IC

Ten

deri

ng T

heor

y 19

99

Gör

an R

unes

on, M

arti

n Sk

itm

ore

Ten

deri

ng th

eory

rev

isit

ed.

CM

E

The

ory

of C

onst

rain

ts

1999

P

atri

ck B

arbe

r, C

yril

Tom

kins

D

ecen

tral

ised

sit

e m

anag

emen

t--a

cas

e st

udy.

IJ

PM

The

ory

of C

onst

rain

ts

2000

G

raha

m R

and

Cri

tica

l cha

in: t

he th

eory

of

cons

trai

nts

appl

ied

to p

roje

ct m

anag

emen

t. IJ

PM

The

ory

of C

onst

rain

ts

2001

H

erm

an S

teyn

A

n in

vest

igat

ion

into

the

fund

amen

tals

of

crit

ical

cha

in p

roje

ct s

ched

ulin

g.

IJPM

The

ory

of C

onst

rain

ts

2002

W

illy

Her

roel

en, R

oel L

eus,

Eri

k D

emeu

lem

eest

er

Cri

tica

l Cha

in P

roje

ct S

ched

ulin

g: D

o N

ot O

vers

impl

ify.

PM

J

The

ory

of C

onst

rain

ts

2002

H

. Ste

yn

Pro

ject

man

agem

ent a

ppli

cati

ons

of th

e th

eory

of

cons

trai

nts

beyo

nd c

riti

cal c

hain

sch

edul

ing.

IJ

PM

The

ory

of C

onst

rain

ts

2002

C

hiu-

Chi

Wei

, Pin

g-H

ung

Liu

, Yin

g-C

hin

Tsa

i R

esou

rce-

cons

trai

ned

proj

ect m

anag

emen

t usi

ng e

nhan

ced

theo

ry o

f co

nstr

aint

. IJ

PM

The

ory

of C

onst

rain

ts

2003

D

.K.H

. Chu

a, L

.J. S

hen,

S.H

. Bok

C

onst

rain

t-B

ased

Pla

nnin

g w

ith I

nteg

rate

d Pr

oduc

tion

Sch

edul

er o

ver

Inte

rnet

. JC

EM

The

ory

of C

onst

rain

ts

2003

S

.E.E

. Elm

aghr

aby,

W.S

. Her

roel

en, R

. Leu

s N

ote

on th

e pa

per

“Res

ourc

e-co

nstr

aine

d pr

ojec

t man

agem

ent u

sing

enh

ance

d th

eory

of

cons

trai

nt”

by W

ei e

t al.

IJP

M

The

ory

of C

onst

rain

ts

2004

Iz

ack

Coh

en, A

vish

ai M

ande

lbau

m, A

vrah

am S

htub

M

ulti

-Pro

ject

Sch

edul

ing

And

Con

trol

: A P

roce

ss-B

ased

Com

para

tive

Stu

dy O

f T

he C

riti

cal C

hain

Met

hodo

logy

And

Som

e A

lter

nativ

es.

PMJ

The

ory

of C

onst

rain

ts

2005

D

.K.H

. Chu

a, L

.J. S

hen

Key

Con

stra

ints

Ana

lysi

s w

ith

Inte

grat

ed P

rodu

ctio

n S

ched

uler

. JC

EM

The

ory

of C

onst

rain

ts

2005

D

an T

riet

sch

Why

A C

riti

cal P

ath

By

Any

Oth

er N

ame

Wou

ld S

mel

l Les

s Sw

eet?

P

MJ

The

ory

of C

onst

rain

ts

2007

M

ing-

Kua

n T

sai,

Jyh-

Bin

Yan

g, C

hang

-Yu

Lin

Sy

nchr

oniz

atio

n-ba

sed

mod

el f

or im

prov

ing

on-s

ite

data

col

lect

ion

perf

orm

ance

. A

IC

The

ory

of C

onst

rain

ts

2009

L

iu S

hu-S

hun,

Kuo

-Chu

an S

hih

A f

ram

ewor

k of

cri

tica

l res

ourc

e ch

ain

for

proj

ect s

ched

ule

anal

ysis

. C

ME



Jo

urn

al A

bbr

evia

tion

s: P

MJ:

Pro

ject

Man

agem

ent J

ourn

al,

IJP

M:

Inte

rnat

iona

l Jou

rnal

of P

roje

ct M

anag

emen

t, IJ

MP

B:

Inte

rnat

iona

l Jou

rnal

of M

anag

ing

Proj

ects

in

Bus

ines

s, C

ME

: C

onst

ruct

ion

Man

agem

ent

and

Eco

nom

ics,

JCE

M:

Jour

nal

of C

onst

ruct

ion

Eng

inee

ring

and

Man

agem

ent,

AIC

: A

utom

atio

n in

Con

stru

ctio

n, a

nd

IJ

PO

M:

Inte

rnat

iona

l Jou

rnal

of P

roje

ct O

rgan

isat

ion

and

Man

agem

ent.

Th

eory

D

ate

Au

thor

(s)

Nam

e of

Pap

er

Jour

nal

T

heor

y of

Con

stra

ints

20

09

M. B

evil

acqu

a, F

.E. C

iara

pica

, G. G

iacc

hett

a C

riti

cal c

hain

and

ris

k an

alys

is a

ppli

ed to

hig

h-ri

sk in

dust

ry m

aint

enan

ce: A

cas

e st

udy.

IJ

PM

The

ory

of C

onst

rain

ts

2009

P

ei-C

hun

Lee

, Wen

-Yen

Lee

, Min

g-Y

en L

ee

Exp

lori

ng P

robl

ems

and

Und

esir

ed E

ffec

ts in

the

Con

stru

ctio

n D

evel

opm

ent P

roce

ss: T

he C

ase

of a

Sm

all-

to M

ediu

m-S

ized

D

evel

oper

in T

aiw

an.

JCE

M

The

ory

of C

onte

xtua

l P

erfo

rman

ce

2003

Y

ean

Yng

Lin

g A

con

cept

ual m

odel

for

sel

ecti

on o

f ar

chit

ects

by

proj

ect m

anag

ers

in S

inga

pore

. IJ

PM

The

ory

of C

onve

ntio

ns

2003

C

hris

toph

e B

redi

llet

G

enes

is a

nd r

ole

of s

tand

ards

: the

oret

ical

fou

ndat

ions

and

soc

io-e

cono

mic

al m

odel

for

the

cons

truc

tion

and

use

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Y

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now

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JCE

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X

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Pro

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JC

EM

The

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ob P

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ce20

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Yea

n Y

ng L

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A c

once

ptua

l mod

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or s

elec

tion

of

arch

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ts b

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IJP

M

The

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Beh

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Pei

hua

Zha

ng, F

ung

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Ng

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lysi

s of

kno

wle

dge

shar

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viou

r in

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stru

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n te

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Kon

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CM

E

The

ory

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lann

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Beh

avio

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13

Men

gchu

n Z

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, Don

gpin

g Fa

ng

A c

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lysi

s of

why

Chi

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sca

ffol

ders

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se s

afet

y ha

rnes

ses

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ruct

ion.

C

ME

The

ory

of P

lann

ed

Beh

avio

r 20

13

Pei

hua

Zha

ng, F

ung

Fai

Ng

Exp

lain

ing

Kno

wle

dge-

Shar

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Inte

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n in

Con

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n T

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JC

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The

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Sim

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2006

Z

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n, H

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Li,

Ste

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C.W

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u H

ong,

Qia

n X

u E

-com

mer

ce s

yste

m s

imul

atio

n fo

r co

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on a

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emol

itio

n w

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AIC

The

ory

of th

e Fi

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2003

Y

ean

Yng

Lin

g A

con

cept

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sel

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f ar

chit

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by

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anag

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in S

inga

pore

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PM

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sem

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e co

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on in

dust

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CM

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its

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2007

D

ean

Geh

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pply

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eade

rshi

p T

o P

roje

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anag

emen

t. PM

J

Uti

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The

ory

2000

E

ric

Won

g, G

eorg

e N

orm

an, R

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Fla

naga

n A

fuz

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toch

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c te

chni

que

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elec

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ME

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ory

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J.

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trac

tor

fina

ncia

l cre

dit l

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s; th

eir

deri

vatio

n an

d im

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atio

ns f

or m

ater

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sup

plie

rs.

CM

E

Uti

lity

The

ory

2002

W

ei-C

hih

Wan

g SI

M-U

TIL

ITY

: Mod

el f

or P

roje

ct C

eilin

g P

rice

Det

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inat

ion.

JC

EM

Uti

lity

The

ory

2003

C

risp

in P

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A

pply

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Util

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isk

Man

agem

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PMJ

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The

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all

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cond

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anag

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ect r

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ling

wit

h un

cert

aint

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info

rmat

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tech

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cts.

IJ

PM

Uti

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T

arek

Elm

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ami,

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sell

Wal

ters

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Jase

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s C

onst

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IT D

ecis

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Mak

ing

Usi

ng M

ulti

attr

ibut

e U

tilit

y T

heor

y fo

r U

se in

a L

abor

ator

y In

form

atio

n M

anag

emen

t S

yste

m.

JCE

M

Uti

lity

The

ory

2007

S

ung-

Lin

Hsu

eh, Y

eng-

Hor

ng P

erng

, Min

-Ren

Yan

, Jen

-Ron

g L

ee

On-

line

mul

ti-c

rite

rion

ris

k as

sess

men

t mod

el f

or c

onst

ruct

ion

join

t ven

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s in

Chi

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AIC

Val

ue M

anag

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t The

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2007

S

tuar

t Gre

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nita

Liu

T

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d pr

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t: a

rep

ly to

Ell

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t al.

(200

5).

CM

E



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