Areas

Objectives (Optimization)

Significances (Strength)

Limitations (Feedback)

PM

Acknowledge the new finding for the new partnership implementation (Nevstad et al., 2018) , especially for the virtual environment (Farina et al., 2018; Ybañez et al., 2022) .

The factor of project success in partnership implementation is trust (Casey, 2010) , communication, commitment, collaboration, and coordination (Ybañez et al., 2022) .

Expect more challenges and effects of implementation (Bhat et al., 2017; Yang et al., 2019) .

COM

Explore and understand the cross-field through ICT (Lappi et al., 2018) , multicultural approach (Walker et al., 2018) , SM tools (Kanagarajoo et al., 2019) , improvement effectiveness (Yang et al., 2019) , etc.

The benefits of ICT (Lappi et al., 2018) , 3D (Yang et al., 2019) , SM tools (Kanagarajoo et al., 2019) , etc. to improve information quality for conventional/virtual global communication set-up (Zhang et al., 2018b) .

Implementations violate project privacy (Zhang et al., 2018b) (Arora, 2023) . Utilization might differ in project cycle (Kanagarajoo et al., 2019) . More study in level of implementation analysis (Dinis et al., 2020) and smooth application (Du et al., 2020) .

COL

Identifies and develops an IPD method (Zhang et al., 2018a) , 3D virtual collaboration model (Erdos & Nemeth, 2021) , OSC cost performance (Xue et al., 2018) , etc.

The governance mechanisms: formal contracts and trust including goodwill trust and competence trust (Zhang et al., 2018a) .

Collaboration space, suitable, and modified agile software development methodology (Erdos & Nemeth, 2021) .

More attention was paid, and it needed recommendations for improved project performance (Chen et al., 2018) .

COR

Managing projects raises multiple tensions (Schweiger et al., 2020) and understanding the causes of delays and claims in construction projects (Sherif & Abdelalim, 2023) . Balance and build quality, budget compliance, and execution time (Postavaru et al., 2019) .

Successful megaproject using the following four (4) dimensions, 1) efficiency, 2) customer, 3) business/financial, and 4) society.

The three (3) major elements, 1) strategic vision, 2) total alignment

3) complexity adaptation.

(Shenhar & Holzmann, 2017)

This process requires well-coordinated interventions of experts (Postavaru et al., 2019) . This may lead to the ability to embrace the adoption of several, also diverse perspectives (Schweiger et al., 2020) .

COP

Examine the impact of leadership style on project execution (Renzi, 2020) .

Transformative leadership styles use emotional intelligence to motivate project team members (Renzi, 2020) .

A balance of cooperation and assertiveness is required (Schweiger et al., 2020) .