{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,3,25]],"date-time":"2026-03-25T11:46:06Z","timestamp":1774439166348,"version":"3.50.1"},"reference-count":86,"publisher":"Emerald","issue":"1","license":[{"start":{"date-parts":[[2018,7,30]],"date-time":"2018-07-30T00:00:00Z","timestamp":1532908800000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":["IJMPB"],"published-print":{"date-parts":[[2019,5,24]]},"abstract":"<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Purpose<\/jats:title>\n<jats:p>The purpose of this paper is to identify patterns of project risk management (PRM) practices\u2019 adoption, and provides empirical evidence concerning the importance (and key attributes) of organizational PRM maturity to the use of risk-related practices and project performance.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Design\/methodology\/approach<\/jats:title>\n<jats:p>The research involved two phases: interviews with five project managers, and a worldwide survey of project managers that resulted in the analysis of 865 valid questionnaire responses. Cluster analysis was used to classify PRM practices\u2019 use, factor analysis to detect the structure of the relationship between the variables measuring PRM practices\u2019 use and a multiple regression analysis (with canonical correlation) to further reveal the different degrees to which PRM practices and organizational maturity are associated.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Findings<\/jats:title>\n<jats:p>The identified patterns of risk practices\u2019 adoption indicate that different contexts of organization PRM maturity and project complexity influence practices selection. The PRM practices related with targets (e.g. time-phased budget plan) are the most used, and those related to tools and techniques (e.g. S-curve) are the least used. Additionally, the obtained results confirm that organizational PRM maturity influences risk practices\u2019 usage, moderated by project complexity, and organizational PRM maturity influences project performance.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Originality\/value<\/jats:title>\n<jats:p>Empirical methods were used to investigate the relationship between organizational PRM maturity and a large set of PRM practices with project complexity as a moderator. Gaps in the use of PRM practices (i.e. areas where more PRM knowledge and training are needed) were identified. Finally, this work identifies the attributes of organizational maturity with implications in practices\u2019 usage and project performance.<\/jats:p>\n<\/jats:sec>","DOI":"10.1108\/ijmpb-10-2017-0122","type":"journal-article","created":{"date-parts":[[2018,7,30]],"date-time":"2018-07-30T10:43:06Z","timestamp":1532947386000},"page":"187-210","source":"Crossref","is-referenced-by-count":28,"title":["Project risk management practices: the organizational maturity influence"],"prefix":"10.1108","volume":"12","author":[{"ORCID":"https:\/\/orcid.org\/0000-0001-8876-1258","authenticated-orcid":false,"given":"Jos\u00e9","family":"Crispim","sequence":"first","affiliation":[]},{"given":"Luiz Henrique","family":"Silva","sequence":"additional","affiliation":[]},{"given":"Nazar\u00e9","family":"Rego","sequence":"additional","affiliation":[]}],"member":"140","published-online":{"date-parts":[[2018,7,30]]},"reference":[{"issue":"6","key":"key2021043009131020200_ref001","doi-asserted-by":"crossref","first-page":"457","DOI":"10.1016\/S0263-7863(02)00088-1","article-title":"Project maturity in organisations","volume":"21","year":"2003","journal-title":"International Journal of Project Management"},{"issue":"4","key":"key2021043009131020200_ref002","doi-asserted-by":"crossref","first-page":"207","DOI":"10.1016\/S0263-7863(98)00032-5","article-title":"An integrated framework for project portfolio selection","volume":"17","year":"1999","journal-title":"International Journal of Project Management"},{"issue":"4","key":"key2021043009131020200_ref003","doi-asserted-by":"crossref","first-page":"201","DOI":"10.1016\/0263-7863(95)00093-3","article-title":"The concept of project complexity \u2013 a review","volume":"14","year":"1996","journal-title":"International Journal of Project Management"},{"issue":"1","key":"key2021043009131020200_ref004","first-page":"837","article-title":"Project management maturity models \u2013 a critical review","volume":"119","year":"2014","journal-title":"Procedia \u2013 Social and Behavioral Sciences"},{"issue":"4","key":"key2021043009131020200_ref005","doi-asserted-by":"crossref","first-page":"761","DOI":"10.1016\/j.ijproman.2015.05.005","article-title":"The impact of project management (PM) and benefits management (BM) practices on project success: Towards developing a project benefits governance framework","volume":"34","year":"2016","journal-title":"International Journal of Project Management"},{"issue":"1","key":"key2021043009131020200_ref006","doi-asserted-by":"crossref","first-page":"17","DOI":"10.1002\/pmj.21291","article-title":"Contextualized project management practice: a cluster analysis of practices and best practices","volume":"44","year":"2013","journal-title":"Project Management Journal"},{"issue":"6","key":"key2021043009131020200_ref007","doi-asserted-by":"crossref","first-page":"728","DOI":"10.1016\/j.ijproman.2010.07.008","article-title":"Grasping project complexity in large engineering projects: the TOE (technical, organizational and environmental) framework","volume":"29","year":"2011","journal-title":"International Journal of Project Management"},{"issue":"3","key":"key2021043009131020200_ref065","doi-asserted-by":"crossref","first-page":"157","DOI":"10.1016\/S0263-7863(02)00090-X","article-title":"Social practices and the management of knowledge in project environments","volume":"21","year":"2003","journal-title":"International Journal of Project Management"},{"issue":"2","key":"key2021043009131020200_ref008","doi-asserted-by":"crossref","first-page":"231","DOI":"10.1108\/IJMPB-03-2013-0007","article-title":"The use of maturity models in improving project management performance","volume":"7","year":"2014","journal-title":"International Journal of Managing Projects in Business"},{"key":"key2021043009131020200_ref009","volume-title":"Business Research Methods","year":"2015","edition":"4th ed."},{"issue":"2","key":"key2021043009131020200_ref010","doi-asserted-by":"crossref","first-page":"232","DOI":"10.1080\/13669877.2014.896398","article-title":"Choosing project risk management techniques. 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