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The project manager cannot be a hero anymore! Understanding critical competencies in project-based organizations from a multilevel approach

Author

Listed:
  • Sabrina Loufrani-Fedida

    (GREDEG - Groupe de Recherche en Droit, Economie et Gestion - UNS - Université Nice Sophia Antipolis (1965 - 2019) - CNRS - Centre National de la Recherche Scientifique - UniCA - Université Côte d'Azur)

  • Stéphanie Missonier

    (UNIL - Université de Lausanne = University of Lausanne)

Abstract

This paper focuses on improving the understanding of critical competencies in Project-Based Organizations (PBOs) from a multilevel approach. To do so, we detail the types of "PBO competencies" (functional and integrative), and identify their links with the three levels of competencies in PBOs (individual, collective, and organizational). We perform case studies of four PBOs (IBM, Hewlett-Packard, Arkopharma, and Temex) operating in different sectors and reveal the relations that unite the three levels of critical competencies. The multilevel approach also highlights a new reading of the collective competence of a project team. Our study recommends that both practitioners and current academic researchers stop looking for the perfect, "ideal" project manager who would possess all of the necessary critical competencies for projects. Managers should consider sharing responsibility between the individual and organizational competencies and should not expect a project manager to possess all the required competencies.

Suggested Citation

  • Sabrina Loufrani-Fedida & Stéphanie Missonier, 2015. "The project manager cannot be a hero anymore! Understanding critical competencies in project-based organizations from a multilevel approach," Post-Print halshs-01197156, HAL.
    • Handle: RePEc:hal:journl:halshs-01197156
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    Citations

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    Cited by:

    1. Krzysztof Dziekoñski, 2016. "Application Of Classification Trees For Comparative Analysis Of Construction Project Manager’S Competencies," Polish Journal of Management Studies, Czestochowa Technical University, Department of Management, vol. 14(2), pages 40-50, December.
    2. Goerz, Katharina, 2021. "The empowered project manager: Employee perception of empowerment," Journal of Applied Leadership and Management, Hochschule Kempten - University of Applied Sciences, Professional School of Business & Technology, vol. 9, pages 41-60.
    3. Marcin Wyskwarski, 2021. "Requirements for Project Managers—What Do Job Advertisements Say?," Sustainability, MDPI, vol. 13(23), pages 1-16, November.
    4. Muhammad Zeeshan Fareed & Qin Su & Najam Abbas Naqvi & Rida Batool & Muhammad Umer Aslam, 2023. "Transformational Leadership and Project Success: The Moderating Effect of Top Management Support," SAGE Open, , vol. 13(3), pages 21582440231, August.
    5. Rym Ibrahim & Céline Desmoulins, 2021. "Quand la mise en œuvre d'une créativité collective permet la formation de compétences collectives. Le cas d'un processus de design collaboratif," Post-Print hal-03467094, HAL.
    6. Rabia Bashir & Aymen Sajjad & Shahid Bashir & Khawaja Fawad Latif & Saman Attiq, 2021. "Project Managers’ Competencies in International Development Projects: A Delphi Study," SAGE Open, , vol. 11(4), pages 21582440211, November.

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