Using nudges to realize project performance management

Oyegoke Teslim Bukoye; Obuks Ejohwomu; Jens K.  Roehrich; Judy Too

doi:10.1016/j.ijproman.2022.10.003

Using nudges to realize project performance management

Oyegoke Teslim Bukoye, Obuks Ejohwomu, Jens K. Roehrich, Judy Too

University of Bath School of Management

Research output: Contribution to journal › Article › peer-review

Abstract

Organizations are faced with recurring challenges to identify, analyze, control, and evaluate their performance to achieve their goals and deliver their missions. These challenges are addressed through control systems or plans, but not the behavioral processes and practices needed to realize project performance. In this paper, we examine how nudges can be used in projects to realize the ‘iron triangle’ performance measures: time, cost, and quality. We conducted an in-depth study by building on semi-structured interviews with project professionals working for multi-national corporations (MNCs) to deliver projects across various sectors. Our paper combines insights from nudge theory and project performance management to explore the impact of nudges on performance measures conceptually and empirically. We identified and unpacked 21 relevant nudge tools, and their specific impacts on time, cost, and quality measures. Our findings have implications for project performance management theory and practice.

Original language	English
Pages (from-to)	886-905
Journal	International Journal of Project Management
Volume	40
Issue number	8
Early online date	20 Oct 2022
DOIs	https://doi.org/10.1016/j.ijproman.2022.10.003
Publication status	Published - 1 Nov 2022

Keywords

Nudges
Behavior
Performance measurement
Time
Cost
Quality

Access to Document

10.1016/j.ijproman.2022.10.003Licence: CC BY

6 Article
2 Conference contribution

BIM-A AND BIM-VR SYSTEMS FOR CONSTRUCTION WORKER’S SAFETY COGNITION DEVELOPMENT
Olugboyega, O., Ejohwomu, O. & Omopariola, E. D., 4 Sept 2023, Proceedings of the 39th Annual ARCOM Conference, 4-6 September 2023, University of Leeds, Leeds, UK. p. 144-153 10 p.
Research output: Chapter in Book/Report/Conference proceeding › Conference contribution › peer-review

Open Access
File
Examining the mediating roles of social malaise and religious manipulations in corruption manifestations: the case of the construction sector
Olugboyega, O., Ejohwomu, O. & Omopariola, E. D., 12 Oct 2023, In: Engineering, Construction and Architectural Management. p. 1-27 27 p.
Research output: Contribution to journal › Article › peer-review
Project Leadership Functions and the Associated Behaviour for Projects and Project Organisations
Olugboyega, O., Ejohwomu, O., Omopariola, E. D. & Omoregie, A., 10 Jul 2023, (E-pub ahead of print) In: Buildings. 13, 7, 18 p., 1739.
Research output: Contribution to journal › Article › peer-review

Open Access
File
54 Downloads (Pure)

Microscoping Carbon Footprint and Standardising Carbon Emission in Africa
Ejohwomu, O. (Recipient), 8 Feb 2023
Prize: Prize (including medals and awards)

1 Invited talk

Lead Keynote Speaker- 12th cidb Postgraduate Research Conference, East London, South Africa
Ejohwomu, O. (Speaker)
10 Jul 2022
Activity: Talk or presentation › Invited talk › Research

Cite this

@article{2f49b4b5996c4223ab8a239f33dba0f4,

title = "Using nudges to realize project performance management",

abstract = "Organizations are faced with recurring challenges to identify, analyze, control, and evaluate their performance to achieve their goals and deliver their missions. These challenges are addressed through control systems or plans, but not the behavioral processes and practices needed to realize project performance. In this paper, we examine how nudges can be used in projects to realize the {\textquoteleft}iron triangle{\textquoteright} performance measures: time, cost, and quality. We conducted an in-depth study by building on semi-structured interviews with project professionals working for multi-national corporations (MNCs) to deliver projects across various sectors. Our paper combines insights from nudge theory and project performance management to explore the impact of nudges on performance measures conceptually and empirically. We identified and unpacked 21 relevant nudge tools, and their specific impacts on time, cost, and quality measures. Our findings have implications for project performance management theory and practice.",

keywords = "Nudges, Behavior, Performance measurement, Time, Cost, Quality",

author = "Bukoye, {Oyegoke Teslim} and Obuks Ejohwomu and Roehrich, {Jens K.} and Judy Too",

year = "2022",

month = nov,

day = "1",

doi = "10.1016/j.ijproman.2022.10.003",

language = "English",

volume = "40",

pages = "886--905",

journal = "International Journal of Project Management",

issn = "0263-7863",

publisher = "Elsevier BV",

number = "8",

}

TY - JOUR

T1 - Using nudges to realize project performance management

AU - Bukoye, Oyegoke Teslim

AU - Ejohwomu, Obuks

AU - Roehrich, Jens K.

AU - Too, Judy

PY - 2022/11/1

Y1 - 2022/11/1

N2 - Organizations are faced with recurring challenges to identify, analyze, control, and evaluate their performance to achieve their goals and deliver their missions. These challenges are addressed through control systems or plans, but not the behavioral processes and practices needed to realize project performance. In this paper, we examine how nudges can be used in projects to realize the ‘iron triangle’ performance measures: time, cost, and quality. We conducted an in-depth study by building on semi-structured interviews with project professionals working for multi-national corporations (MNCs) to deliver projects across various sectors. Our paper combines insights from nudge theory and project performance management to explore the impact of nudges on performance measures conceptually and empirically. We identified and unpacked 21 relevant nudge tools, and their specific impacts on time, cost, and quality measures. Our findings have implications for project performance management theory and practice.

AB - Organizations are faced with recurring challenges to identify, analyze, control, and evaluate their performance to achieve their goals and deliver their missions. These challenges are addressed through control systems or plans, but not the behavioral processes and practices needed to realize project performance. In this paper, we examine how nudges can be used in projects to realize the ‘iron triangle’ performance measures: time, cost, and quality. We conducted an in-depth study by building on semi-structured interviews with project professionals working for multi-national corporations (MNCs) to deliver projects across various sectors. Our paper combines insights from nudge theory and project performance management to explore the impact of nudges on performance measures conceptually and empirically. We identified and unpacked 21 relevant nudge tools, and their specific impacts on time, cost, and quality measures. Our findings have implications for project performance management theory and practice.

KW - Nudges

KW - Behavior

KW - Performance measurement

KW - Time

KW - Cost

KW - Quality

U2 - 10.1016/j.ijproman.2022.10.003

DO - 10.1016/j.ijproman.2022.10.003

M3 - Article

SN - 0263-7863

VL - 40

SP - 886

EP - 905

JO - International Journal of Project Management

JF - International Journal of Project Management

IS - 8

ER -

Using nudges to realize project performance management

Abstract

Keywords

Access to Document

Fingerprint

Research output

BIM-A AND BIM-VR SYSTEMS FOR CONSTRUCTION WORKER’S SAFETY COGNITION DEVELOPMENT

Examining the mediating roles of social malaise and religious manipulations in corruption manifestations: the case of the construction sector

Project Leadership Functions and the Associated Behaviour for Projects and Project Organisations

Prizes

Microscoping Carbon Footprint and Standardising Carbon Emission in Africa

Activities

Lead Keynote Speaker- 12th cidb Postgraduate Research Conference, East London, South Africa

Cite this