Abstract
Due to the increasing complexity and flexibility of business activities, project-based organizations have become common. In such organizations, project management competencies, which refer to a collection of knowledge, personal attitudes, skills, and relevant experience, are core assets that must be taken seriously. Formalized project management career paths have been widely implemented in the construction industry. However, most recent studies treat project management competencies as static constructs and fail to consider their dynamic changes as a career path advances. To fill this gap in the literature, this study conducted an empirical examination of project management competencies integrated with a career model for the construction industry. First, key project management competencies are identified through a literature review. Then, a project management career model for large Chinese construction companies is developed based on an empirical investigation of six large Chinese construction companies from various sectors. Moreover, a quantitative analysis is performed to explore how these competencies dynamically change as position levels rise in the career model. The research findings indicate that significant differences in project management competencies exist at different levels of the career model. However, the distribution remains steady at different project management position levels for conceptual and organizational competencies, human competencies, and technical competencies.
7.3. Limitations and future research
Some limitations are inevitable in this study. First, this study aims to extend a general project management competency model by integrating a career model. Therefore, this study only investigates generalized competencies for project management rather than detailed skills or knowledge at each position level. In addition, personal traits are not included as competencies in this study because this study only focuses on the skills or knowledge that can be improved through learning or practice. Future studies could enrich the project management competency model by investigating the specific competencies required at each level and including personal traits.
