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    <dc:date>2026-05-09T16:00:23Z</dc:date>
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  <item rdf:about="https://hdl.handle.net/10419/339892">
    <title>The future of digitalized project practices through data-savvy talent: A digital competence formation perspective</title>
    <link>https://hdl.handle.net/10419/339892</link>
    <description>Title: The future of digitalized project practices through data-savvy talent: A digital competence formation perspective
Authors: Liu, Yan; Zeng, Ningshuang; Papadonikolaki, Eleni; Maritshane, Kirk; Chan, Paul W.
Abstract: Amidst the disruptive backdrop of the COVID-19 pandemic, organizations are navigating toward a new normal, leveraging digital technologies to reconfigure business processes and operational practices. This study delves into the transformative effects of digitalization on project management, with a focus on integrating data-savvy talent in a data-rich era. Employing a mixed methods approach, data were collected from June to November 2022, providing a comprehensive blend of various perspectives. Quantitative and qualitative methods were adopted successively in this study to explore the formation mechanism of digital competence of talents in project management and analyze the practical experience and expectations on the impact of data-savvy talents on project management. This study highlights the crucial role of organizations in actively shaping digital competencies to align with the changing demands of project management. It also emphasizes the increasing importance of data-savvy talents, whose intrinsic understanding of digital technologies and business models is essential in transforming the project management landscape. The outcomes of this study offer both theoretical insights into the nexus of digital competence, talent management, and project management, and practical guidelines for effectively integrating new talents into project management practices.</description>
    <dc:date>2024-01-01T00:00:00Z</dc:date>
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  <item rdf:about="https://hdl.handle.net/10419/339900">
    <title>The project leadership work of value creation: Reflections from Follett</title>
    <link>https://hdl.handle.net/10419/339900</link>
    <description>Title: The project leadership work of value creation: Reflections from Follett
Authors: Kortantamer, Dicle
Abstract: Project scholars are increasingly turning their attention to the role of projects in tackling environmental and societal wicked problems. This essay contributes to attempts to understand the navigation of the dynamic processes of project value construction in the face of these wicked problems by advancing the socialised perspective of leadership. Drawing on Follett, it offers four key enhancements: 1) an emphasis on interweaving diverse and potentially contradictory values, 2) the recognition that values should dynamically evolve in relation to both emerging events and active confrontations of conflicting values that are made possible by flexible forms of contacting, 3) an openness to learning about alternative ways of relating to nature in shaping values, and 4) opening the collective practice of leadership to broad participation.</description>
    <dc:date>2024-01-01T00:00:00Z</dc:date>
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    <title>Structures of persuasion: Analysing the discourse surrounding a failed public project</title>
    <link>https://hdl.handle.net/10419/339887</link>
    <description>Title: Structures of persuasion: Analysing the discourse surrounding a failed public project
Authors: Josefsson, Magnus Yngvi</description>
    <dc:date>2024-01-01T00:00:00Z</dc:date>
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  <item rdf:about="https://hdl.handle.net/10419/339901">
    <title>Leadership and the dynamics of projects: Ray Levitt's insights on project leadership</title>
    <link>https://hdl.handle.net/10419/339901</link>
    <description>Title: Leadership and the dynamics of projects: Ray Levitt's insights on project leadership
Authors: Levitt, Ray; Pollack, Julien; Whyte, Jennifer
Abstract: Projects operate in dynamic settings, with changing technologies, and they are themselves evolving forms of organizing. This paper contains insights from Ray Levitt, an operating partner at Blackhorn Ventures and an Emeritus Professor at Stanford, where he led the Global Project Center. It is an extracted and edited version of conversation on a panel discussion at the inaugural Project Leadership in a Changing World Symposium in 2021. The main parts unpack how leaders of complex projects, such as those found in civil engineering construction, face challenges in innovating, particularly in incorporating new technologies that are being developed by start-ups; and how the nature of leadership changes across different project stages and relates to notions of agile leadership. The conversation with Ray Levitt provides contributions to the debate on project leadership in a changing world, on 1) the convergence of technologies affecting project leadership; 2) the importance of success criteria; 3) the changing nature of project leadership through the lifecycle; 4) agile leadership, and 5) the political skills and sensitivities to get project started. These insights can be built on by used by project scholars interested in project leadership in a changing world. In the final section we discuss how they might provoke new research on the leadership and digital innovation in an age of AI and on temporal understandings of project leadership and its discontents in a changing world.</description>
    <dc:date>2024-01-01T00:00:00Z</dc:date>
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