Project managers doubling as client account executives

Academy of Management Executive

Volumn 18, Issue 1, 2004, Pages 60-71

  Simsarian Webber, Sheila ^a   Torti, Maria T ^b  

^a UNIVERSITY OF SOUTHERN MAINE   (United States)

^b Dept of Electrical and Computer Engineering   (Canada)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 1842535081     PISSN: 10795545     EISSN: None     Source Type: Journal    
DOI: 10.5465/ame.2004.12690049     Document Type: Review

References (58)

1. For a review of research on project managers managing both the task and the people, see Sotiriou, D., & Wittmer, D. 2001. Influence methods of project managers: Perceptions of team members and project managers. Project Management Journal, 32(3): 12-20. For a review of the project manager's leadership functions, see Pinto, J. K., et al. 1998. Project leadership, from theory to practice. Newtown Square PA: Project Management Institute.
2. For a review of research on project managers managing both the task and the people, see Sotiriou, D., & Wittmer, D. 2001. Influence methods of project managers: Perceptions of team members and project managers. Project Management Journal, 32(3): 12-20. For a review of the project manager's leadership functions, see Pinto, J. K., et al. 1998. Project leadership, from theory to practice. Newtown Square PA: Project Management Institute.
3. Cooke-Davies, T. 2002. The "real" success factors of projects. International Journal of Project Management, 20(3): 185-190; Frame, J. D. 1994. The new project management: Corporate re-engineering and other business realities. San Francisco: Jossey Bass; Hauschildt, J., Keim, G., & Medeof, J. W. 2000. Realistic criteria for project manager selection and development. Project Management Journal, 31(3); Pinto J. K., & Kharbanda, O. P. 1995. Lessons for an accidental profession. Business Horizons, March-April: 41-50. Reviews of current books on project leadership make little reference to client-relationship management. See Pinto, et al., op. cit.
4. Cooke-Davies, T. 2002. The "real" success factors of projects. International Journal of Project Management, 20(3): 185-190; Frame, J. D. 1994. The new project management: Corporate re-engineering and other business realities. San Francisco: Jossey Bass; Hauschildt, J., Keim, G., & Medeof, J. W. 2000. Realistic criteria for project manager selection and development. Project Management Journal, 31(3); Pinto J. K., & Kharbanda, O. P. 1995. Lessons for an accidental profession. Business Horizons, March-April: 41-50. Reviews of current books on project leadership make little reference to client-relationship management. See Pinto, et al., op. cit.
5. Cooke-Davies, T. 2002. The "real" success factors of projects. International Journal of Project Management, 20(3): 185-190; Frame, J. D. 1994. The new project management: Corporate re-engineering and other business realities. San Francisco: Jossey Bass; Hauschildt, J., Keim, G., & Medeof, J. W. 2000. Realistic criteria for project manager selection and development. Project Management Journal, 31(3); Pinto J. K., & Kharbanda, O. P. 1995. Lessons for an accidental profession. Business Horizons, March-April: 41-50. Reviews of current books on project leadership make little reference to client-relationship management. See Pinto, et al., op. cit.
6. Cooke-Davies, T. 2002. The "real" success factors of projects. International Journal of Project Management, 20(3): 185-190; Frame, J. D. 1994. The new project management: Corporate re-engineering and other business realities. San Francisco: Jossey Bass; Hauschildt, J., Keim, G., & Medeof, J. W. 2000. Realistic criteria for project manager selection and development. Project Management Journal, 31(3); Pinto J. K., & Kharbanda, O. P. 1995. Lessons for an accidental profession. Business Horizons, March-April: 41-50. Reviews of current books on project leadership make little reference to client-relationship management. See Pinto, et al., op. cit.
7. Cooke-Davies, T. 2002. The "real" success factors of projects. International Journal of Project Management, 20(3): 185-190; Frame, J. D. 1994. The new project management: Corporate re-engineering and other business realities. San Francisco: Jossey Bass; Hauschildt, J., Keim, G., & Medeof, J. W. 2000. Realistic criteria for project manager selection and development. Project Management Journal, 31(3); Pinto J. K., & Kharbanda, O. P. 1995. Lessons for an accidental profession. Business Horizons, March-April: 41-50. Reviews of current books on project leadership make little reference to client-relationship management. See Pinto, et al., op. cit.
8. The participating organizations provide information technology solutions to client organizations. Such services include systems integration, software development and management, and program-management support. The three organizations agreed to one-on-one interviews with ten to fifteen of their project managers and corresponding client contacts. Forty-five minute interviews were conducted with 25 project managers within the organizations and 18 key contacts within the client organizations.
9. Pinto, op. cit.
10. Pinto & Kharbanda, op. cit.; and Pinto, J. K. 2002. Project management 2002. Research - Technology Management March-April: 23-37.
11. Pinto & Kharbanda, op. cit.; and Pinto, J. K. 2002. Project management 2002. Research - Technology Management March-April: 23-37.
12. Crawford, L. 2000. Profiling the competent project manager: Proceedings of PMI Research Conference 2000: 3-15; Thamhain, H. J. 2000. Criteria for effective leadership in technology oriented project teams. Proceedings of PMI Research Conference 2000: 115-121.
13. Crawford, L. 2000. Profiling the competent project manager: Proceedings of PMI Research Conference 2000: 3-15; Thamhain, H. J. 2000. Criteria for effective leadership in technology oriented project teams. Proceedings of PMI Research Conference 2000: 115-121.
14. Frame, op. cit.
15. White, D., & Fortune, J. 2002. Current practice in project management - An empirical study. International Journal of Project Management, 20(1): 1-11.
16. Sotiriou & Wittmer, op. cit.
17. Pinto, J. K., & Covin, J. G. 1992. Project marketing: Detailing the project manager's hidden responsibility. Project Management Journal, 22(3): 29-34; Zimmerer, T. W., & Yasin, M. M. 1998. A leadership profile of American project managers. Project Management Journal, 29(1): 31-38.
18. Pinto, J. K., & Covin, J. G. 1992. Project marketing: Detailing the project manager's hidden responsibility. Project Management Journal, 22(3): 29-34; Zimmerer, T. W., & Yasin, M. M. 1998. A leadership profile of American project managers. Project Management Journal, 29(1): 31-38.
19. Zimmerer & Yasin, op. cit.; Thite, M. 2000. Leadership styles in information technology projects. International Journal of Project Management, 18(4): 235-241. See also the relationship marketing literature. For example, Grönroos, C. 1999. Relationship marketing: Challenges for the organization. Journal of Business Research, 46(3); 327-225; Gummesson, E. 1987. The new marketing - Developing long-term interactive relationships. Long Range Planning, 20(4): 3-9; Webster, F. E. 1992. The changing role of marketing in the corporation. Journal of Marketing, 56(4): 1-17.
20. Zimmerer & Yasin, op. cit.; Thite, M. 2000. Leadership styles in information technology projects. International Journal of Project Management, 18(4): 235-241. See also the relationship marketing literature. For example, Grönroos, C. 1999. Relationship marketing: Challenges for the organization. Journal of Business Research, 46(3); 327-225; Gummesson, E. 1987. The new marketing - Developing long-term interactive relationships. Long Range Planning, 20(4): 3-9; Webster, F. E. 1992. The changing role of marketing in the corporation. Journal of Marketing, 56(4): 1-17.
21. Zimmerer & Yasin, op. cit.; Thite, M. 2000. Leadership styles in information technology projects. International Journal of Project Management, 18(4): 235-241. See also the relationship marketing literature. For example, Grönroos, C. 1999. Relationship marketing: Challenges for the organization. Journal of Business Research, 46(3); 327-225; Gummesson, E. 1987. The new marketing - Developing long-term interactive relationships. Long Range Planning, 20(4): 3-9; Webster, F. E. 1992. The changing role of marketing in the corporation. Journal of Marketing, 56(4): 1-17.
22. Zimmerer & Yasin, op. cit.; Thite, M. 2000. Leadership styles in information technology projects. International Journal of Project Management, 18(4): 235-241. See also the relationship marketing literature. For example, Grönroos, C. 1999. Relationship marketing: Challenges for the organization. Journal of Business Research, 46(3); 327-225; Gummesson, E. 1987. The new marketing - Developing long-term interactive relationships. Long Range Planning, 20(4): 3-9; Webster, F. E. 1992. The changing role of marketing in the corporation. Journal of Marketing, 56(4): 1-17.
23. Zimmerer & Yasin, op. cit.; Thite, M. 2000. Leadership styles in information technology projects. International Journal of Project Management, 18(4): 235-241. See also the relationship marketing literature. For example, Grönroos, C. 1999. Relationship marketing: Challenges for the organization. Journal of Business Research, 46(3); 327-225; Gummesson, E. 1987. The new marketing - Developing long-term interactive relationships. Long Range Planning, 20(4): 3-9; Webster, F. E. 1992. The changing role of marketing in the corporation. Journal of Marketing, 56(4): 1-17.
24. Thoms, P., & Pinto, J. K. 1999. Project leadership: A question of timing. Project Management Journal, 30(1): 19-26.
25. Webber, S. S., & Klimoski, R. J. 2003. Client-project manager engagements, trust, and loyalty. Under review, Journal of Organizational Behavior.
26. Frame, op. cit.; Pinto, op. cit.
27. Frame, op. cit.; Pinto, op. cit.
28. The PMI project management fact book (1999) describes one skill of the project manager as "leading," including setting a clear direction as well as motivating and inspiring. The PMI Project Management Fact Book. Newtown Square PA: Project Management Institute.
29. Wright, J. N. 1997. Time and budget: The twin imperatives of a project sponsor. International Journal of Project Management, 15(3): 181-186.
30. Wright, op. cit.
31. Ancona, D. G., & Caldwell, D. F. 1992. Bridging the boundary: External activity and performance in organizational teams. Administrative Science Quarterly, 37(4): 634-665. See also Lysonski, S. 1985. A boundary theory investigation of the product manager's role. Journal of Marketing, Winter: 26-40; Gladstein, D. L. 1984. Groups in context: A model of task group effectiveness. Administrative Science Quarterly, 29(4): 499-517.
32. Ancona, D. G., & Caldwell, D. F. 1992. Bridging the boundary: External activity and performance in organizational teams. Administrative Science Quarterly, 37(4): 634-665. See also Lysonski, S. 1985. A boundary theory investigation of the product manager's role. Journal of Marketing, Winter: 26-40; Gladstein, D. L. 1984. Groups in context: A model of task group effectiveness. Administrative Science Quarterly, 29(4): 499-517.
33. Ancona, D. G., & Caldwell, D. F. 1992. Bridging the boundary: External activity and performance in organizational teams. Administrative Science Quarterly, 37(4): 634-665. See also Lysonski, S. 1985. A boundary theory investigation of the product manager's role. Journal of Marketing, Winter: 26-40; Gladstein, D. L. 1984. Groups in context: A model of task group effectiveness. Administrative Science Quarterly, 29(4): 499-517.
34. Ford, R. C., & Randolph, W. A. 1992. Cross-functional structures: A review and integration of matrix organization and project management. Journal of Management, 18(2): 267-294.
35. Moynihan, T. 2002. Coping with client-based "people-problems": The theories-of-action of experienced IS/software project managers. Information and Management, 39(5): 377-390.
36. The PMI project management fact book (1999) describes a skill of the project manager as "influencing the organization," including understanding the politics of the organizations involved (the provider organization, client, contractors, and others involved in the project). See also Pinto & Covin, op. cit.
37. The PMI project management fact book (1999) describes a skill of the project manager as "influencing the organization," including understanding the politics of the organizations involved (the provider organization, client, contractors, and others involved in the project). See also Pinto & Covin, op. cit.
38. Beeman, D. R., & Sharkey, T. W. 1987. The use and abuse of corporate politics. Business Horizons, 36(2): 26-30.
39. Wright, op. cit.
40. Moynihan, op. cit.
41. Pinto & Covin, op. cit.
42. Wright, op. cit.
43. Pinto, J. K., et al. 1998; Webber, S. S. 2002. Leadership and trust facilitating cross-functional team success. Journal of Management Development, 21(3): 201-214.
44. Pinto, J. K., et al. 1998; Webber, S. S. 2002. Leadership and trust facilitating cross-functional team success. Journal of Management Development, 21(3): 201-214.
45. Pinto, J. K., et al. 1998.
46. Webber, S. S. 2001. Project management on client site: Perk or pitfall. In R. J. Klimoski (Chair) and J. Mathieu (Discussant), Team boundary management: New and eclectic theories and models. Symposium conducted at the 2001 Academy of Management Conference, Washington, DC.
47. Wright, op. cit.
48. Meyerson, D., Weick, K. E., & Kramer, R. M. 1996. Swift trust and temporary groups. In R. M. Kramer & T. R. Tyler (Eds.) Trust in organizations. Thousand Oaks, CA: Sage Publications: 116-195.
49. Mullen, B., & Copper, C. 1994. The relation between group cohesiveness and performance: An integration. Psychological Bulletin, 115(2): 210-227.
50. Vroom, V. H. 2000. Leadership and the decision-making process. Organizational Dynamics, 28(4): 82-94.
51. Client co-production or participation is found in a variety of progressive firms that are actively involving their clients in the design and delivery of products and services. See Halal, W. E. 1998. The new management. San Francisco: Berrett-Koehler Publishers, Inc.
52. See research on interorganizational and interpersonal trust: Gulati, R. 1995. Does familiarity breed trust? The implication of repeated ties for contractual choice in alliances. Academy of Management Journal, 38(1): 85-112; McAllister, D. J. 1995. Affect- and cognition-based trust as foundations for interpersonal cooperation in organizations. Academy of Management Journal, 38(1): 24-59.
53. See research on interorganizational and interpersonal trust: Gulati, R. 1995. Does familiarity breed trust? The implication of repeated ties for contractual choice in alliances. Academy of Management Journal, 38(1): 85-112; McAllister, D. J. 1995. Affect- and cognition-based trust as foundations for interpersonal cooperation in organizations. Academy of Management Journal, 38(1): 24-59.
54. The term "going native" has also been used in the expatriate literature to describe the expatriate who develops high levels of commitment to the local organization while reducing his/her commitment to the parent organization. See Black, J. S., & Gregersen, H. B. 1992. Serving two masters: Managing the dual allegiance of expatriate employees. Sloan Management Review, Summer: 61-71. The dual-allegiance literature involving union and company relationships also addresses some of these issues. For a review, see Gordon, M. E., & Ladd, R. T. 1990. Dual allegiance: Renewal, reconsideration, and recantation. Personnel Psychology, 43(1): 37-69.
55. The term "going native" has also been used in the expatriate literature to describe the expatriate who develops high levels of commitment to the local organization while reducing his/her commitment to the parent organization. See Black, J. S., & Gregersen, H. B. 1992. Serving two masters: Managing the dual allegiance of expatriate employees. Sloan Management Review, Summer: 61-71. The dual-allegiance literature involving union and company relationships also addresses some of these issues. For a review, see Gordon, M. E., & Ladd, R. T. 1990. Dual allegiance: Renewal, reconsideration, and recantation. Personnel Psychology, 43(1): 37-69.
56. Webber, op. cit.
57. Similar behaviors are reported by Black, J. S., & Gregersen, H. B., op. cit., describing the behavior of the expatriate going native.
58. For a similar description of expatriates with dual commitments, see Gregersen, H. B. 1992. Commitments to a parent company and a local work unit during repatriation. Personnel Psychology, 45(1): 29-54.