bluuebunny/crossref_metadata_2025_split huggingface dataset:
The neglected dimension in strategic sourcing: security
Authors: Desouza Kevin C. 
Published: September 2008

PurposeThe purpose of this paper is to focus on a neglected dimension in strategic sourcing – security.Design/methodology/approachThe paper describes two vignettes which illustrate different kinds of security breaches and discusses securing strategic sourcing efforts.FindingsThe paper points to the need to seriously consider the security dimension in sourcing agreements.Originality/valueThis paper will hopefully raise awareness to the security dimension in the context of strategic sourcing.
Project business as a research field
Authors: Artto Karlos , Kujala Jaakko 
Published: September 2008

PurposeThe purpose of this paper is to introduce project business as a research field. The project business view in this paper puts focus on the management of firms and their businesses, and this way the paper complements the existing project‐centric view of the role of projects and their management in various business contexts.Design/methodology/approachThe paper proposes a conceptual framework for project business and identify relevant research areas and themes. These research areas and themes are derived by using the knowledge and experience obtained from scientific project business research conducted in Finland since the early 1990s.FindingsThis paper describes project business as a research field by introducing a project business framework and the four major research areas inherent in the framework: management of a project, management of a project‐based firm, management of a project network, and management of a business network. It also suggests specific research areas and themes within the framework that are relevant and contribute to new knowledge in the project business field.Practical/implicationsThe project business framework described in this paper, including the suggested research areas and themes, is important in focusing research and for development of practical application of project‐based business activities in firms and in public organizations.Originality/valueThe paper reveals avenues that lead towards the development of a new body of knowledge for project business that focuses on managing both firms and projects effectively in their networked business environments.
Top management involvement in project management
Authors: Zwikael Ofer 
Published: September 2008

PurposeTop management support is considered to be an area that has high impact on project success. However, previous studies have also stated that effective top management support practices may vary across industries. This paper focuses on top management support for projects executed in the software sector. The objective of this study is to identify those top management support processes that have the greatest impact on software development project success and to compare these critical processes with the actual type of support provided by organisations.Design/methodology/approachAbout 17 top management support processes have been identified from the literature. Their effectiveness has been calculated according to their relative impact on project success. Data has been collected from 213 software development project managers and their supervisors in Japan, Israel and New Zealand. For each country, the impact of top management support processes on project success has been analysed to identify critical processes. Then, the actual level of use of both critical and non critical top management support processes by senior managers has been compared.FindingsDifferent critical top management support processes have been identified in each country. However, six processes have been found to have higher contribution to project success than others. These processes are described and discussed in the paper. It has also been found that in all three countries top managers do not invest more effort in critical processes, than in non critical ones. Instead, in all countries, executives choose to perform easy‐to‐do processes. Critical top management support processes, which have higher impact on project success, often do not receive an appropriate level of attention from senior managers in the software industry.Practical implicationsSenior managers in the software industry may focus on critical processes, rather than paying lip service to less important ones. Specific practices designed to support these critical processes are also presented in the paper.Originality/valueThe paper suggests a detailed list of critical top management support processes, which significantly improve project success in different cultures. The paper also discusses this list in comparison with what is currently done by executives in the software industry and concludes with specific recommendations to managers in the software industry.
Emotional intelligence (EI) capabilities training: can it develop EI in project teams?
Authors: Turner Rebecca , Lloyd‐Walker Beverley 
Published: September 2008

PurposeThe importance of emotional intelligence (EI) for management success has been established. This paper aims to examine the influence of increased EI capabilities on project success.Design/methodology/approachThis paper first examines the literature in relation to EI then reports on a case study conducted in the defence contracting sector in the USA. The qualitative, case study approach is supported by pre‐ and post‐training surveys. Regression analysis was conducted to test the effect of the training on EI competencies and the impact of the increase in competencies on employee satisfaction and project success.FindingsResults of the case study and survey indicate that developing EI capabilities will contribute to increased project management success.Research limitations/implicationsThe research reported upon in this paper is limited to one organisation within the defence contracting industry in the USA.Practical implicationsThe aim of every project leader is to develop their intended project benefit. The results of the study reported in this paper will have implications for project leaders and project team members as it provides insights into capabilities which have the potential to further improve project performance.Originality/valueAlthough the value of EI skills for employees, especially managers and supervisors, has been established, no specific study of the impact of these skills on project performance, using pre‐ and post‐tests, has previously been reported. It will provide a valuable point of comparison for similar research in other non‐defence contracting environments to build a body of knowledge on EI and project performance.
An effect‐cause‐effect analysis of project objectives and trade‐off assumptions
Authors: Gill Avninder 
Published: September 2008

PurposeThis paper endeavors to critically examine the trade‐offs among project objectives and their underlying assumptions.Design/methodology/approachEffect‐cause‐effect (ECE) methodology of theory of constraints (TOC) has been applied to examine the assumptions behind successfully managing business projects.FindingsThe essence of discussion in this paper leads towards the realization that a possibility exists for time, cost and quality objectives to be pursued collectively in a project management environment.Research limitations/implicationsThis paper evaluates to what extent trade‐offs among project objectives actually exist and explores the possibility of their co‐existence in a project management environment. This realization can significantly impact the project trade‐off models in existing literature.Originality/valueTime, cost and quality have been recognized to be important objectives to successfully complete a project and several studies have acknowledged the necessity to address their trade‐offs. However, most of these studies have taken the trade‐offs for granted without critically examining the assumptions behind such trade‐offs. The present paper fills that gap by applying ECE approach of TOC to examine project management trade‐off assumptions. There‐in lies the value of the current paper.
Risk management framework for pharmaceutical research and development projects
Authors: Hoon Kwak Young , Dixon Colleen K. 
Published: September 2008

PurposeThe purpose of this paper is to identify best practices from high‐technology industries that face many of the same challenges around uncertainty, complexity, and risk that are faced by the pharmaceutical industry.Design/methodology/approachThis research has conducted an extensive review of risk management literature and research conducted in high‐technology industries to collect some of the key best practices for high‐risk research projects.FindingsA literature review of recent risk management publications from three high‐technology industries yielded 13 best practices in project risk management that could potentially be applied to pharmaceutical R&D projects to improve managing risks and uncertainties of managing projects. By reviewing these lessons learned from industries that share many of the challenges of the pharmaceutical R&D projects, it is suggested that the implementation of risk management in the context of drug development projects will require adaptation to the specific needs and challenges of those projects.Research limitations/implicationsImplementing a risk management process is very challenging for pharmaceutical R&D projects, as there are high degrees of complexity, uncertainty, and large amounts of resources at stake. Many of the techniques could be applied to all stages of drug development, but some are clearly most applicable to particular stages. Some will work for small, medium and large pharmaceuticals, though the way they are implemented should be modified to meet the needs and resources of the particular company.Practical implicationsThis study will serve as a basis for exploration and discussion that will result in controlled application and experimentation with these approaches, and this in turn could lead to real improvements in the use of risk management in pharmaceutical companies.Originality/valueAn exploration of the methods they have employed to address risk in R&D projects, as well as the outcomes of the application of those methods, should reveal tools, techniques, processes, training, and approaches that can be effectively applied to pharmaceutical development projects, and support the value of spending resources to employ risk management practices.
Dual cycle action research: a professional doctorate case study
Authors: Nogeste Kersti 
Published: September 2008

PurposeThe purpose of this paper is to provide academic researchers and reflective practitioners of project management with an example of how a dual cycle action research (AR) model can be used to both conduct research and solve a real‐life problem situation.Design/methodology/approachProvides a brief introduction to the research idea and question and the research strategy defined to address them, including the review of a small number of AR models, which resulted in the choice of a dual cycle AR model that addresses problem solving and research in parallel. The remainder of the paper describes how the selected AR model was applied to a series of five AR cycles to satisfy both the problem solving and research interests.FindingsA dual cycle AR model provides academic researchers and reflective practitioners of project management with an effective and efficient means of addressing the dual imperatives of research and problem solving.Research limitations/implicationsAll five problem‐solving projects were from the public sector and of similar complexity and pace, with a focus on expected positive intangible outcomes during the planning stage only, with the groups of problem solving project stakeholders comprising only people responsible for delivering outcomes, not receiving them.Practical implicationsBased on a doctoral research study, the paper provides both academic researchers and reflective practitioners of project management with a practical guide to applying dual cycle AR to both conduct research and solve a real‐life problem situation.Originality/valueThe paper demonstrates how a dual cycle AR model led to the development of an original and highly practical method for defining and aligning project outcomes and associated benefits and outputs; in particular the alignment of intangible outcomes with tangible outputs – helping to make the intangible tangible.
Advancing theory and practice for successful implementation of stakeholder management in organisations
Authors: Bourne Lynda 
Published: September 2008

PurposeThe aim of this paper is to report on the advancement, in theory and practice, in stakeholder management as a result of the author's experiences, and to invite other practitioners and researchers to collaborate in, or contribute to, research to further advance stakeholder management theory and practice in both project management and organisations.Design/methodology/approachThe process of developing theory and practice from ideas based on work experiences and reflection, through action learning, practical application and reference to a “collaborative community of enquiry” composed of colleagues, clients, academic researchers and practitioners is reported in this paper.FindingsThe process of developing a methodology and ways to assist organisations is not static: each organisation is different with different needs and goals. It is therefore essential to facilitate the continuous improvement and development of tools and processes that support stakeholder relationship management (SRM) in organisations. This is best achieved through exposure of the ideas to researchers and practitioners.Research limitations/implicationsThe stakeholder relationship management maturity approach to assisting organisations successfully implement a stakeholder “mindset” or culture, has been developed to the level described in this paper through a process of reflection, action research and continuous improvement. The ideas expressed in this paper need to be tested further. This paper includes an invitation to researchers and practitioners to contribute to or collaborate in this process.Practical implicationsThis paper provides a framework that any individual or organisation can use as a basis for immediate implementation of SRM in any project or organisation.Originality/valueThis paper provides a summary of how a doctoral dissertation can be adapted, improved and used to benefit project and organisation management world‐wide.
Using vision as a critical success element in project management
Authors: Christenson Dale , Walker Derek H.T. 
Published: September 2008

PurposeThe thesis reported upon in this paper addressed the research question “How does the effective development and communication of a ‘project vision’ impact project outcomes?” It outlines the approach, summarizes results and explains the protocols that have been developed from the thesis so that others researching this area may: gain better insights and understanding into how project vision may impact upon project success; and have access to a model and protocols to effectively develop a project vision and effectively communicate it to project stakeholders.Design/methodology/approachA qualitative research design was selected with multiple case studies. These were conducted within a public service organization using interviews and action learning through testing a developed protocol for team members to develop a coherent and well understood vision for project outcomes. Results were then used to develop a tool for teams to develop a project vision statement in a structured workshop. This approach was then tested through gathering and analyzing participant feedback from the workshop. Subsequent to this initial workshop and the publication of the thesis, the vision development tool has been further validated in both academic class room settings (Masters of Public Administration students) and with senior public servants as part of a project sponsor course offerings. Participants in both groups have commented on the relevance and effectiveness of the tool in creating a value add project artifact: the project vision.FindingsFirst, the study established that a clear, well‐articulated and convincing project outcomes vision that was effectively communicated made a strong and positive impact upon perceived project success. Second, a protocol was developed and thoroughly tested to develop a project vision. This protocol was found to be successful for the projects it was trialed on and reasons for its acknowledged success were explicated. Third, the study highlighted four emergent issues that require further investigation but for the moment may be risks that need to be managed or opportunities to be exploited. These are: the benefits of an incremental or phased approach; the need for sustainment; the necessity of addressing horizontality; and the imperative of vision champions.Practical implicationsProject practitioners should find the approach outlined by the protocol model as being valuable to replicate and adapt to their own project context.Originality/valueWhile the concept of a clear and well‐communicated project vision is now well‐accepted there are few examples of rigorous thesis that examine how a vision may be best developed and communicated.
Assessing English hospitals: contradiction and conflict
Authors: Agrizzi Dila 
Published: September 2008

PurposeThis paper aims to examine the micro effects of performance measures introduced in England to control hospitals, following the changing context in the policy directing the delivery of healthcare introduced by the Labour Government. The legislative framework established in 1999 reflected a discontinuity in the way that hospitals are controlled in this country.Design/methodology/approachThis exploratory case study is a result of a deep empirical investigation. It draws on some aspects of Laughlin's and Broadbent and Laughlin's analysis of organisational change.FindingsThis study indicates that, in seeking to change to meet the demands of a particular control device, this organisation pursued both proactive and reactive strategies. However, it was deflected from its intended pathway of change and, as a result, it failed to meet the intended outcomes. The pressure exerted by such a demand impacted on the hospital's activities in a conflicting way.Research limitations/implicationsThe paper examines the issues in view of the organisational members' perspective, and, therefore, from the perception of those affected by control devices introduced by the Government.Originality/valueThere is insufficient understanding of how the government's policies to control have affected hospitals' daily activities. Equally, there is scarce understanding of how managers and medical personnel deal with the pressure to change to meet government's expectation. This paper demonstrates empirically the complexities involved in using key targets to control hospitals activities. It contributes to the wide literature in performance management and organisational change.
New organizational forms and accounting innovations
Authors: Moll Jodie , Hoque Zahirul 
Published: September 2008

PurposeThe purpose of this paper is to provide insights into the workings of the internal specifier/provider arrangement, a new organizational form that is not required by government mandate but has become common place in the Australian public sector.Design/methodology/approachThe case study empirics take place in a large local government water authority. Data were collected from face‐to‐face interviews with 26 managers using a semi‐structured interview schedule and from internal and public documents relating to the case.FindingsThe following five “so what” lessons are identified: private sector co‐ordination and management mechanisms such as transfer pricing can be relied upon to help reduce the ambiguity surrounding the specifier/provider model; the providers are likely to be more anxious about the introduction of the model because poorly perceived performance may result in outsourcing; to improve the ability of the organization for co‐ordinating activities the model requires clearly defined specifier and provider roles and tasks; the service level agreement is an important communication device for clarifying roles and expectations; and increasing the number of sub‐divisions complicates the ability of the organization to access suitable human resources and to communicate effectively with their employees and minimize employee stress.Practical implicationsThe findings of this paper are likely to be useful for other organizations faced with similar pressures as to deal with those pressures require new and innovative ways of working.Originality/valueThis paper contributes to our understanding of the new organizational forms emerging in the public sector and the issues surrounding their implementation. The main contribution of this paper is a discussion of the lessons that were learned from the employees in the case organization in their attempt to change the organization from its traditional bureaucratic operational procedures to cost center structures using the internal specifier/provider model.
Distance and coupling: analyzing the pressures of accounting change in a city
Authors: Rautiainen Antti 
Published: September 2008

PurposeThe purpose of this paper is to analyze the accounting performance measurement (PM) change process in a Finnish city.Design/methodology/approachInterpretive case study. Data consisted of 16 semi‐structured interviews. Analysis was based on institutional theory, particularly on “new institutional sociology” (NIS) studies.FindingsBudgeting and accounting PM became coupled into action when various intertwined (mostly institutional) pressures affecting change converged. Perceived crises were found to accelerate accounting change by deinstitutionalization, i.e. by breaking (drastically) existing routines and myths. Further, accounting rules and routines changed somewhat independently. Further, the notion of “distance” between rules and routines clarifies the dynamic nature of coupling of institutional rules and routines. Further, analysis of both internal and external institutional pressures facilitates understanding of the case events.Research limitations/implicationsCase studies cannot be generalized and so further research on public sector PM change is encouraged.Practical implicationsUnderstanding of the interplay of various organizational pressures, deinstitutionalization and institutionslization of routines may facilitate management of PM change processes.Originality/valueThis analysis of the pressures and rationales of PM change in a Finnish city contributes to the accounting literature by noting the complexity of public sector change pressures. For example, some changes in accounting PM in the municipal field only occur when several non‐dominant pressures align.