Impact of Project Management Process in Meteorological Public Institutions in Chaina

Weiyu Long; Naruemon Teerapattanakiat; Kanokros Sudprapai; Hao Gu

Authors

Weiyu Long Pathumthani University
Naruemon Teerapattanakiat Pathumthani University
Kanokros Sudprapai Pathumthani University
Hao Gu Pathumthani University

Keywords:

process optimization, project management performance, supervisory constraints, scientific management, work efficiency

Abstract

Chinese public sector units are a specific type of administrative institution in China. They hold a distinct position and play a dual role: as implementers of government supervision, management, and service functions in public affairs, and as direct or indirect participants in various sectors of economic development. However, over time, the relatively lenient management of these administrative units has led to inherent institutional issues such as "boundary ambiguity," "monolithic management structures," and "softening of environmental constraints," resulting from the lack of internal and external constraint mechanisms. Against this backdrop, the management issues of construction projects in administrative public sector units have gradually become evident. These issues include lengthy project construction periods, irregular utilization of project funds, subpar performance, and unsatisfactory construction outcomes.

This study, based on the principle of process optimization and focusing on the core question of "How does process optimization affect the performance of project management in public institutions," explores the hypothesis relationships among supervisory constraints, scientific management, work efficiency, and project management performance. It constructs a conceptual model of process optimization's impact on the performance of project management in Chinese public institutions, providing academic research insights into the theory of process optimization.

The study has obtained the following research conclusions were 1.the process optimization theory model is applicable to the performance of project management in Chinese public institutions. 2.Scientific management and supervisory constraints have an impact on work efficiency. 3. Scientific management, supervisory constraints, and work efficiency have an impact on project management performance.

References

Abednego, M. P., & Ogunlana, S. O. (2006). Good Project Governance for Proper Risk Allocation in Public-Private Partnerships in Indonesia. International Journal of Project Management, 24(7), 622-634.

Alvesson, M., & Sköldberg, K. (2009). Reflexive methodology (2nd ed.). London: SAGE Publications.

Archer, M. S., Bhaskar, R., Collier, A., et al. (1998). Critical realism: Essential readings. London, UK: Routledge.

Armstrong, M., & Baron, A. (1994). Performance Management. London: The Cromwell Press.

Atkinson, R. (1999). Project management: cost, time and quality, two best guesses and a phenomenon, it's time to accept other success criteria. International Journal of Project Management, 17(6), 337-342.

Baccarini, D. (1999). The logical framework method for defining project success. Project Management Journal, 30(4), 25-32.

Bernardin, H. K., Kane, J. S., & Ross, S. (1995). Performance appraisal design, development and implementation. In G. R. Ferris, S. D. Rosen, & D. J. Barnum (Eds.), Handbook of Human Resource Management (pp. 125-148). Cambridge, MA: Blackwell.

Bhaskar, R. (2016). Enlightened common sense: The philosophy of critical realism. Abingdon, Oxon, UK: Routledge.

Borman, W. C., & Motowidlo, S. J. (1993). Expanding the criterion domain to include elements of contextual performance. In N. Schmitt & W. C. Borman (Eds.), Personnel Selection in Organizations (pp. 71-98). San Francisco: Jossey-Bass.

Bou-Llusar, J. C. (2009). An empirical assessment of the EFQM excellence model: Evaluation as a TQM framework relative to the MBNQA model. Journal of Operations Management, 27(1), 1-22.

Brown, A., & Adams, J. (2000). Measuring the effect of project management on construction outputs: a new approach. International Journal of Project Management, 18, 327-335.

Campbell, J. P., Mc Cloy, R. A., Oppler, S. H., & Sager, C. E. (1993). A theory of performance. In N. Schmitt & W. C. Borman (Eds.), Personnel Selection in Organizations (pp. 35-70). San Francisco: Jossey-Bass.

Cavazotte, F., Moreno, V., & Hickman, M. (2012). Effects of leader intelligence,

Churchill, Jr., G. A. (1979). A paradigm for developing better measures of marketing constructs. Journal of Marketing Research, 16(2), 64-73.

Cleland, D. I., & Kerzner, H. (1985). A project management dictionary of terms. New York: Van Nostrand Reinhold.

Cooke-Davies, T. (2002). The "real" success factors on projects. International Journal of Project Management, 20, 185-190.Dai, C. X., & Wells, W. G. (2004). An exploration of project management office features and their relationship to project performance. International Journal of Project Management, 22(7), 523-532.

Darley, J. M., & Pittman, T. S. (2003). The Psychology of Compensatory and Retributive Justice. Personality and Social Psychology Review, 7(4), 324.

De Wit. (1988). Measurement of project success. International Journal of Project Management, 6(3), 164-170.

Dhar, V. (1991). A value-chain-based process model for supporting business process reengineering. Social Science Electronic Publishing.

DiMaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2), 147-160.

Eisenhardt, K. M. (1989). Building theories from case-study research. Academy of Management Review, 14(4), 532-550.

Flyvbjerg, B. (2006). Five misunderstandings about case-study research. Qualitative Inquiry, 12(2), 219-245.

Gehrig, G. B. (2002). Decision Support System Framework to Improve Design-construction Integration and Project Performance on Public Sector Underground Utility Projects [Doctoral dissertation, Colorado State University].

Gray, O., & Bamford, P. (1999). Issues in programme integration. International

Herzog, A. R., & Bachman, J. H. (1981). Effects of questionnaire length on response quality. Public Opinion Quarterly, 45(3), 549-559.

Hiltunen Y. (1987). Determination of the carbon-13 shielding tensors for methyl halides and haloforms by N.M.R. in mixtures of liquid crystals. Molecular Physics,62(5).

Howes, R. (2000). Improving the performance of earned value analysis as a construction project management tool. Engineering, Construction and Management, 7(4), 399-411.

Hui, H. C., & Triandis, C. H. (1985). The instability of response sets. Public Opinion Quarterly, 59(6), 775-778.

Hurt, K. J. (2016). Assessing the Relationship Between Conflict-Type and

of Management in Engineering, 15(1), 31-39.

Jaafari, A. M. (1999). The need for life-cycle integration of project processes. Engineering Construction & Architectural Management, 6(3), 235-255.

James, N., & Derek, H. T. W. (2004). A Balanced Scorecard Approach to Project Management Leadership. Project Management Journal, 35(4), 47-56.

Joseph, J., & Wilson, A. J. (2017). The Growth of the Firm: An Attention-Based View. Strategic Management Journal.

Kaplan, R. S. (1984). The evolution of management accounting. Account Review, 59(3), 390-418.

Kerzner, H. (2006). Organizational project management maturity model. (Z. Zhang & Y. Lu, Trans.). Beijing: Electronic Industry Press.

Khan, A., Waris, M., Panigrahi, S., et al. (2021). Improving the performance of public sector infrastructure projects: Role of project governance and stakeholder management. Journal of Civil Engineering and Management, 37(2).

Kondarededy, S. (1998). From business process reengineering to integrated process management: An exploration of issues [Doctoral dissertation, Dissertation Abstracts International, Volume: 63-06, Section: A, page: 2302; Major Professor: Kemal].

Kostova, T., Roth, K., & Dacin, M. T. (2008). Institutional theory in the study of multinational corporations: A critique and new directions. Academy of Management Review, 33(4), 994-1006.

Lee, K. T., & Chuah, K. B. (2001). A super methodology for business process improvement - an industry case study in Hong Kong. International Journal of Operations and Production Management, 21(6), 687-706..

Lee, S., & Ahn, H. (2008). Assessment of process improvement from organizational change. Information & Management, 45(5), 270-280.

Liberatore, M. J., & Pollack-Johnson, B. (2006). Extending project time-cost analysis by removing precedence relationships and task streaming. International Journal of Project Management, 24(6), 529-535.

Maamari, B. E., & Majdalani, J. F. (2017). Emotional intelligence, leadership style & organizational climate. International Journal of Organizational Analysis, 25(2).

Maheswari, J. U., & Varghese, K. (2005). Project Scheduling using Dependency Structure Matrix. International Journal of Project Management, 23(3), 223-230.

Male, S., Kelly, J., Gronqvist, M., & Graham, D. (2007). Managing value as a management style for projects. International Journal of Project Management, 25(2), 107-114.

Mayer, P. S. J. (1990). Emotional Intelligence. Imagination, Cognition and Personality, 9(3), 185-211.

Mendis, D., Hewage, K. N., & Wrzesniewski, J. (2013). Reduction of construction waste by improving construction contract management: A multinational evaluation. Waste Management & Research, 31, 10.

Merz, G. R., Weber, P. B., & Laetz, V. B. (1994). Links small business management with entrepreneurial growth. Journal of Small Business Management, (11), 48-60.

Neely, A., et al. (2000). Performance measurement system design: Developing and testing a process-based approach. International Journal of Operative Production Management, 20(10), 1119-1145.

Nurminen V, Lehecka M, Chakrabarty A, et al. (2014). Anatomy and morphology of giant aneurysms—angiographic study of 125 consecutive cases. Acta Neurochirurgica,156(1).

Oppenheim, A. N. (1986). Questionnaire design and attitude measurement. Great Britain: Gower Publishing.

Pawlak M.A, Schram T, Maex K, et al. (2003). Investigation of iridium as a gate electrode for deep sub-micron CMOS technology. Microelectronic Engineering,70(2).

Ronen B, Coman A. (2020). REENGINEERING for the Digitalization Age. Quality Progress, 53(10).

Roseman, J. I. (1996). Appraisal determinants of emotions: Constructing a more accurate and comprehensive theory. Cognition & Emotion, 10(3), 241-278.

Rozenes, S., Vitner, G., & Spraggett, S. (2004). MPCS: Multidimensional Project Control System. International Journal of Project Management, 22(2), 109-118.

Schneider, B., Goldstein, H. W., & Smith. (1995). The ASA framework: An update. Personnel Psychology, 48(4), 747-773.

Scott, W. R. (1995). Institutions and organizations. Thousand Oaks, CA: Sage.

Sydow, J., & Braun, T. (2018). Projects as temporary organizations: An agenda for further theorizing the interorganizational dimension. International Journal of Project Management, 36(1), 4-11.

Tavakol, M., & Dennick, R. (2011). Making sense of Cronbach's alpha. International Journal of Medical Education, 2, 53-55.

Thomas, J. B., Clark, S. M., & Gioia, D. A. (1993). Strategic sensemaking and organizational performance: Linkages among scanning, interpretation, action, and outcomes. Academy of Management Journal, 36(2), 239-270.

Thornton, P. H., & Ocasio, W. (2008). Institutional logics. In The SAGE Handbook of Organizational Institutionalism (pp. 99-129). London: Sage.

Thornton, P. H., & Ocasio, W. (2012). The institutional logics perspective: A new approach to culture, structure, and process. London: Oxford University Press.

Trkman, P. (2009). The critical success factors of business process management. International Journal of Information Management, 29(2), 125-135.

Turner, J. R., & Keegan, A. E. (2001). Mechanism of Governance in the Project-based Organization: a Transaction Cost Perspective. European Management Journal, 19(3), 254-267.

Turner, J. R., & Müller, R. (2003). On the nature of the project as a temporary organization. International Journal of Project Management, 21(1), 1-8.

Van Rooy, D. L., & Viswesvaran, C. (2004). Emotional intelligence: A meta-analytic investigation of predictive validity and nomological net. Journal of Vocational Behavior, 65(1), 71-95.

Wang, E. T. G., & Chen, J. H. F. (2006). The influence of governance equilibrium on ERP project success. Decision Support Systems, 41, 708-727.

Winch, G. M. (2001). Governing the Project Process: A Conceptual Framework. Construction Management and Economics, 19, 799-808.

Wong, C. S., & Law, K. S. (2002). The effects of leader and follower emotional intelligence on performance and attitude: An exploratory study. Leadership Quarterly, 13(3), 243-274.

Zhang, F., Zuo, J., & Zillante, G. (2013). Identification and Evaluation of the Key Social Competencies for Chinese Construction Project Managers. International Journal of Project Management, 31(5), 748-759.

Zhang, H., Li, H., & Tam, C. M. (2006). Particle swarm optimization for resource-constrained project scheduling. International Journal of Project Management, 24(1), 83-92.

Zhang, X. A., Cao, Q., & Tjosvold, D. (2011). Linking Transformational Leadership and Team Performance: A Conflict Management Approach. Journal of Management Studies, 48(7), 1586-1611.

Zheng, J., Roehrich, J. K., & Lewis, M. A. (2008). The dynamics of contractual and relational governance: Evidence from long-term public-private procurement arrangements. Journal of Purchasing & Supply Management, 14, 43-54.