Overcoming ignorance and the unknown in UAE projects: the role of improvisation

This study sets out to examine how the effects of ignorance and the unknown in project settings can be overcome through project manager (practitioner) improvisation. Data are obtained from 389 project management practitioners drawn from a range of public, private, and semi-government entities/organi...

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Bibliographic Details
Published in:International journal of system assurance engineering and management 2024-03, Vol.15 (3), p.871-897
Main Authors: Abuseem, Alya J., Ojiako, Udechukwu, Dweiri, Fikri T.
Format: Article
Language:English
Subjects:
Adaptive systems
Artificial neural networks
Effectiveness
Engineering
Engineering Economics
Fuzzy logic
Fuzzy systems
Ignorance
Improvisation
Knowledge management
Logistics
Marketing
Organization
Original Article
Project management
Quality Control
Reliability
Safety and Risk
Teamwork
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Summary:This study sets out to examine how the effects of ignorance and the unknown in project settings can be overcome through project manager (practitioner) improvisation. Data are obtained from 389 project management practitioners drawn from a range of public, private, and semi-government entities/organizations within the emirate of Sharjah (United Arab Emirates). Sampling is undertaking using an 11 factor ‘ ignorance–unknown–improvisation’- focused questionnaire developed from the literature. The variables considered as moderators include ‘self-efficacy’ , ‘ behavioral integration’ , ‘ experience’ , ‘ teamwork quality’ , ‘ real-time information’ , ‘ communication’ , ‘ memory’ , ‘ knowledge creation’ , ‘ knowledge sharing’ , ‘ utilization of documented knowledge’ , and ‘ age’ . Analysis of the data is via Adaptive Neuro-Fuzzy Inference Systems (ANFIS). The findings of the study suggest the existence of four variables (‘ experience’ , ‘ teamwork quality’ , ‘ memory’ , and ‘ age’ ) that serve to influence the improvisation-based practices that project management practitioners/managers are likely to employ when seeking to overcome the effects of ignorance and the unknown in projects. The findings from the study do facilitate the development of an improvisation-awareness typology that is leaning towards facilitating project management practitioner efficacy as relates to improvisation.
ISSN:0975-6809
0976-4348
DOI:10.1007/s13198-023-02165-y