This podcast discusses the evolving concept of project governance, highlighting its ambiguity and varied definitions across the literature. Both sources examine distinct research streams: one viewing project governance as external to a specific project and another as internal. They reveal that while project governance literature draws significantly from established project research, it also extensively incorporates transaction cost economics. The texts underscore the fragmented nature of project governance discourse, emphasising a lack of a universally accepted definition and a tendency to conflate it with project management. Ultimately, they advocate for bridging the gap between academic and professional literature to foster a more coherent understanding and advance the field of project governance.

Source: Musawir, A., Abd-Karim, S., Mohd-Danuri, M. (2020) Project governance and its role in enabling organizational strategy implementation: A systematic literature review, International Journal of Project Management 38 (2020)1–16 & Ahola, T, Ruuska, I, Artto, K & Kujala, J 2014, 'What is project governance and what are its origins?', International Journal of Project Management, vol. 32, no. 8, pp. 1321-1332,

This systematic review by Khaleeq et al. (2025) evaluates various treatments for anxiety in children under 18 with autism spectrum disorder (ASD), aiming to bridge a significant research gap compared to typically developing children. The authors analysed 33 studies published between 2014 and 2023, adhering to PRISMA guidelines to assess treatment effectiveness and potential adverse effects. Their findings indicate that Cognitive Behaviour Therapy (CBT), particularly adapted CBT, is the most evidence-based psychological intervention for managing anxiety in autistic children. In contrast, the review highlights a notable scarcity and inconclusive results for pharmacological treatments, with some reporting adverse effects. Alternative treatments yielded mixed results and often lacked robust methodologies. Ultimately, the review underscores the urgent need for further research, including the development of tailored anxiety measurement scales for children with ASD and studies with more diverse populations and longer follow-up periods.

Source: A systematic review of the treatments of anxiety in children with autism spectrum disorder Australasian Psychiatry Volume 33, Issue 4, August 2025, Pages 742-755 © The Royal Australian and New Zealand College of Psychiatrists 2025, Article Reuse Guidelines https://doi.org/10.1177/10398562251346614

This academic paper explores the relationship between agile project management practices and project performance, specifically focusing on innovative outcomes. It introduces psychological empowerment as a crucial mediating mechanism, explaining how aspects like team autonomy and agile communication foster a sense of empowerment within teams, which in turn drives innovative behaviour. The study’s empirical findings suggest that psychological empowerment is essential for these agile practices to translate into innovative actions and ultimately enhance overall project success, challenging traditional project management's prescriptive focus. It also highlights the importance of social systems in innovation processes.

Source: Malik, Mohsin, Shagufta Sarwar, and Stuart Orr. "Agile practices and performance: Examining the role of psychological empowerment." International journal of project management 39.1 (2021): 10-20.

This research argues that Lean management is a complex sociotechnical phenomenon, but existing research has largely examined its social ("soft") and technical ("hard") subsystems in isolation. The authors address this gap by employing a sociotechnical system (STS) theoretical lens and process theorising to examine the dynamic interaction between these subsystems at individual, group, and organisational levels. The core argument is that a balanced interplay between the social and technical subsystems is crucial for effectively managing inherent tensions within Lean and achieving sustained performance gains.

Main Themes:

• The Underexplored Interaction between Social and Technical Subsystems: Existing literature has primarily focused on the technical aspects of Lean, neglecting the dynamic and mutually constitutive relationship between the social and technical subsystems.
• The Importance of a Balanced STS: The authors highlight that for Lean to maximise performance, neither the social nor the technical subsystem should dominate. Achieving a "balanced sociotechnical system" is essential.
• Paradoxical and Dialectical Tensions: The paper identifies inherent tensions within Lean systems, particularly arising from the technical subsystem. These include paradoxical tensions (opposing yet complementary features) and dialectical tensions (inherent contradictions).
• The Role of the Social Subsystem in Managing Tensions: The social subsystem, encompassing aspects like employee empowerment, training, work design, cross-functional collaboration, and management involvement, is presented as crucial for addressing and mitigating the paradoxical and dialectical tensions created by the technical subsystem.
• Synergistic Outcomes of Balanced Interaction: A key finding is that the symbiotic relationship between balanced social and technical subsystems fosters synergies that enhance operational performance, bolster dynamic capabilities, and drive process innovation.
• Lean, as a symbiotic STS, fosters synergies: The balanced and interacting subsystems lead to outcomes that are greater than the sum of their individual parts. This "symbiotic relationship... fosters synergies that enhance operational performance, bolster dynamic capabilities, and drive process innovation." (Proposition 3)
• Multilevel Performance: The impact of Lean's sociotechnical interaction is analysed at the individual, group, and organisational levels. Examples of positive outcomes include increased job satisfaction (individual), enhanced psychological safety in teams (group), and customer-centric innovation (organisational).
• Managerial Role: Managers play a "critical strategic role in shaping the adoption of social subsystems" and tailoring them to the specific context of their organisations. This includes fostering training, leadership engagement, and collaboration.

Source: Gamage, Isuru, Mohsin Malik, Amir Andargoli, and Roberto Chavez Clavijo. "Theorizing Lean as a Socio-Technical System: Examining the Reciprocal Interactions between Lean Social and Technical Subsystems." IEEE Transactions on Engineering Management (2025). Available at https://figshare.swinburne.edu.au/articles/journal_contribution/Theorizing_Lean_as_a_Socio-Technical_System_Examining_the_Reciprocal_Interactions_between_Lean_Social_and_Technical_Subsystems/29115758

This research addresses a gap in the existing understanding of digital transformation by focusing on the impact of the human-technology dynamic on human agency, specifically employee cognitions and behaviours. Utilising socio-cognitive and role theories, the study investigates how employee cognitive trust and innovative behaviour influence digital transformation outcomes and how role conflict, arising from the evolving human-technology dynamic, moderates these relationships. Based on survey data from 256 participants involved in digital transformations in Australia, the study confirms that employee cognitive trust directly and indirectly (through innovative behaviour) contributes to successful digital transformation. Crucially, the research demonstrates that role conflict significantly weakens the positive relationships between cognitive trust and both innovative behaviour and digital transformation. These findings provide important theoretical insights into the social construction of digital transformation and offer practical guidance for managers seeking to foster trust and minimise conflicting demands on employees during digital initiatives.

Main Themes and Most Important Ideas/Facts:

1. Focus on Human Agency in Digital Transformation: The study highlights a gap in current theorising of digital transformation, which has often overlooked the "micro-level explanations" that focus on "employees’ behaviours and actions" and human agency. The authors define human agency as "the capacity to exert control over the progression of events and functions via actions."
2. Integration of Socio-Cognitive and Role Theories: To address the theoretical gap, the research integrates perspectives from socio-cognitive theory and role theory. Socio-cognitive theory provides a framework for understanding how employees' cognitions and behaviours influence digital transformations, while role theory helps to contextualise the social environment and potential conflicts arising from the human-technology dynamic.
3. Cognitive Trust as a Driving Mechanism: Employee cognitive trust is identified as a pivotal cognition influencing both employee innovative behaviour and organisational digital transformation. Cognitive trust is defined as "a psychological state characterised by several components, the most important of which is some sort of positive expectation regarding others’ behaviour."
4. Innovative Behaviour as a Mediator: Innovative behaviour, described as a "unique blend of ideating, experimenting, problem solving and searching skills," is proposed and found to mediate the relationship between cognitive trust and digital transformation. This means that cognitive trust influences digital transformation partly by fostering innovative behaviour among employees.
5. Role Conflict as a Moderator: Role conflict, arising from "competing or contradictory expectations and demands related to their role or position in an organisation or group," is identified as a crucial factor influencing the human-technology dynamic and the effectiveness of cognitive trust and innovative behaviour. This conflict is particularly relevant in digital transformation due to "role conflation, where individuals’ roles and responsibilities become blurred or overlapping because of the shifting human technology dynamic."

Excerpts from "Towards explaining the effects of the human-technology dynamic on human agency in digital transformations" by Mohsin Malik et al in International Journal of Information Management, Vol. 84, 2025 available at https://www.sciencedirect.com/science/article/pii/S0268401225000477?via%3Dihub

This briefing document summarises the key themes and findings of a research paper that investigates the influence of employees' cognitions (specifically, psychological safety) and behaviours (employee-led process improvement) on data-driven digital transformation and ultimately, operational productivity.

• Socio-Cognitive Theory as a Framework: The study employs socio-cognitive theory, which posits a "triadic relationship between social environment, human cognitions (personal processes) and behaviours (outcomes)" to explain how employees' psychological safety (a cognition) influences their engagement in employee-led process improvement (a behaviour), leading to organisational attainments like data-driven digital transformation and improved operational productivity.
• Psychological Safety as a Key Driver: The research defines psychological safety as a "'shared belief held by employees that their work environment values their contributions and talent, and is safe to ask questions, ask for help, share views, knowledge and concerns, and admit making mistakes without the risk of being penalised'" . The authors argue that a psychologically safe environment encourages mutual respect, trust, and the willingness to share ideas, crucial for collaboration and continuous improvement.
• Employee-Led Process Improvement as a Behavioural Outcome: The study defines employee-led process improvement in a hospital setting as a "'set of social practices that encourage team-work, empowerment and process/quality improvement in a hospital environment'" (adapted from Narayanan et al., 2022).
• Data-Driven Digital Transformation as an Organisational Attainment: This is described as the "use of digital technologies and the data these digital technologies produce to introduce significant improvements and changes to operations, strategies, and customer experiences" (Papanagnou et al., 2022).
• Operational Productivity as the Outcome of Interest: Defined as the "ratio of the total output about the total input in any transformation process" (Ong et al., 2021), operational productivity in a hospital setting reflects "'operational capabilities that target the efficient use of resources and the input-output ratio'" (adapted from Shah and Ward, 2007).
• Managerial Implications: The findings underscore the importance of viewing employees as key stakeholders in digital transformation initiatives, shifting the focus beyond purely technological solutions.
• Management should prioritise creating a social environment that fosters psychological safety to encourage employee engagement, risk-taking, and open communication, which are vital for both process improvement and successful digital transformation.
• The identification of different pathways (individual and serial mediations) guides resource allocation and strategic interventions to enhance operational productivity. Implementing strategies to improve psychological safety can lead to operational benefits through fostering employee-led improvements and facilitating the adoption and effectiveness of data-driven digital transformation.
• The study suggests that a holistic approach, considering both employee-led initiatives and data-driven technologies within a psychologically safe environment, will maximise the positive impact on operational productivity.

Source: Excerpts from Malik et al. 2024 "A socio-cognitive theorisation of how data-driven digital transformation affects operational productivity?" Free version available at https://www.sciencedirect.com/science/article/pii/S0925527324002603

Main Theme: This paper explores how organisations develop digital-enabled strategic agility through the lens of organisational sensemaking. It argues that existing dynamic capability perspectives are insufficient and proposes a novel framework based on intertwined "actions" and "meaning" to remove equivocality in responding to environmental dynamism.

Digital-Enabled Strategic Agility: This is defined as extending strategic agility by incorporating digital technologies essential for sensing and responding to environmental dynamism. It involves remaining flexible, adjusting strategic direction, and developing innovative ways to create value, all enhanced by a "digitally enabled backbone." "

Organisational Sensemaking: The research uses organisational sensemaking theory to explain how firms interpret and act upon environmental cues. This involves two key elements: external sensing and equivocality removal. Sensemaking is not simply about shared meaning but a "discourse" that shapes how people make sense of themselves and the world around them. The discourse then translates into routinized actions.

Digital Orientation: This is conceptualised as a high-level discourse representing organisational actors' collective cognitive framework for digital technologies. It's a strategic positioning to leverage digital opportunities, driving organizational plans, behaviour and performance. It represents the shared cognitive frameworks and interpretive structures that guide how organizational actors perceive and respond to environmental signals.

Information Governance: This is theorized as providing the organisational routines and structures required for action, structuring how organizations manage, process, and act upon information. It serves as a process facilitator, enabling sensemaking by managing information flows. Ineffective information governance can negatively impact digital agility.

Digital Transformation: Defined as a qualitative change in how an organisation operates, enabled by digital technologies (SMACIT: Social, Mobile, Analytics, Cloud, and Internet of Things). It's a focal point for operational meaning and action.

Theoretical Implications:

• Extends the literature on strategic agility by introducing a sensemaking-informed perspective.
• Highlights the importance of information governance in interpreting environmental cues.
• Provides an empirically supported framework explaining how digital transformation affects digitally enabled strategic agility.
• Demonstrates the collective impact of digital orientation, information governance, and digital transformation on digitally enabled strategic agility.
• Show that firms gain strategic agility either by investing in information governance or digital transformation.

Practical Implications:

• Provides managers with a blueprint for achieving digital-enabled strategic agility.
• Highlights the importance of fostering a digital-oriented mindset.
• Suggest a sequential approach: invest in digital orientation and information governance first, then digital transformation.
• Emphasizes the complementarity of the three pathways (H1, H2 and H3) in achieving digital-enabled strategic agility.

Source: Malik et al 2025 "An organisational sensemaking theorising of how firms construct digital-enabled strategic agility" at https://www.sciencedirect.com/science/article/pii/S0378720625000333

Key Theme: The research investigates how social capital contributes to successful digital transformations in Australian healthcare organisations, specifically focusing on the development of dynamic capabilities.

Key Takeaways:

Successful digital transformations require organisations to look beyond their internal resources and leverage their social capital to access and integrate valuable external knowledge.

• Cultivating strong network relationships and strategically engaging in collaborative ecosystems are critical for acquiring non-generic complementarities.
• Focusing on developing dynamic capabilities such as absorptive capacity, integration effort, and big data analytics is crucial for achieving positive digital transformation outcomes.
• The findings offer a new perspective for practitioners in the healthcare sector, highlighting the importance of a digital business ecosystem view and a shift from inward-looking approaches.

Social Capital as the Source of External Complementarities: The research posits that social capital, defined as "the aggregate of resources embedded within, available through, and derived from the network of relationships possessed by an organisation", is crucial for accessing the non-generic and non-substitutable external complementarities necessary for digital transformation.

"Social capital refers to this ability of a firm to source such non-generic complementarities from network relationships."

Dynamic Capabilities as Mediators: The study argues that social capital facilitates the development of crucial dynamic capabilities including absorptive capacity, integration effort, and big data analytics. These capabilities, in turn, directly influence positive digital transformation outcomes.

"Dynamic capabilities provide the mechanisms to continually alter the ordinary capabilities of a firm to cope with digital disruptions, therefore, building dynamic capabilities is essential for effective digital transformation outcomes."

Focus on the Australian Healthcare Sector: The research focuses on the Australian healthcare sector as a context where digital transformation is both advanced and presents unique challenges, including regulatory constraints and data privacy concerns.

Detailed Breakdown of Key Mediators:

Absorptive Capacity: The ability to identify, acquire, assimilate, and apply external knowledge related to digital technologies is crucial. This allows organisations to internalise valuable knowledge from their network and translate it into practical applications for their transformation.

Integration Effort: Effective digital transformations require a strategic alignment of digital technologies with existing organisational resources and processes. This involves reshaping structures, managerial mindsets, and collaborative efforts to achieve synergy between transactional and digital aspects.

"Integration effort is one such attempt by the management to create synergies between digital technologies and transactional resources."

Big Data Analytics Capability: Leveraging the abundance of data available within and beyond the organisation's boundaries is vital. This requires developing strong big data analytics capabilities, encompassing both the technical infrastructure and the expertise to extract actionable insights and business value.

Sources: Excerpts from "A relational view of how social capital contributes to effective digital transformation outcomes": Malik et al. (2024). Journal of Strategic Information Systems 33 (2024) 101837