Search results
1 – 10 of over 96000Mohamed Salah and Marco Bisogno
Implementation of accrual-based accounting systems and the related preparation of an initial balance sheet are stimulating a debate on valuation and management of fixed assets…
Abstract
Implementation of accrual-based accounting systems and the related preparation of an initial balance sheet are stimulating a debate on valuation and management of fixed assets, emphasising how critical it is to have adequate asset information. This chapter aims to propose a framework to clarify the relationship between the asset inventory and the asset register by examining the objectives and characteristics of asset information systems, drawing from experience regarding the implementation of asset inventories and registers from four countries (Malaysia, South Africa, Switzerland, and Australia – State of Victoria).
Details
Keywords
The purpose of this paper is to develop an ontology of eco or natural assets to represent eco asset knowledge at two levels: eco asset metal model and eco asset ontology…
Abstract
Purpose
The purpose of this paper is to develop an ontology of eco or natural assets to represent eco asset knowledge at two levels: eco asset metal model and eco asset ontology (EA_Onto). The three objectives of this paper are to: define eco assets explicitly to reach a common understanding of the terms; evaluate the ontology; and discuss a potential area of application.
Design/methodology/approach
A seven-step methodology was used to develop the proposed ontology: define the scope; develop the eco asset meta model (EA_MM), define taxonomy, code ontology, capture ontology, evaluate ontology and document ontology.
Findings
The EA_MM was developed to represent eco asset domain knowledge, which was further extended to develop the EA_Onto, explicitly defining the eco asset knowledge in asset management. As a part of evaluation, it was found that the knowledge representation is consistent, concise, clear, complete and correct.
Practical implications
Theoretically, the proposed ontology is a significant contribution to the body of knowledge in asset management. Practically, the knowledge representation provides a common understanding of eco assets for asset management experts. In addition, it will be used in applications for effective eco asset management.
Originality/value
The current literature lacks explicit declaration of eco assets, how they are related to built environment for effective integration and how asset management functions are to be applied to accomplish effective eco asset management. Presently, eco assets are managed on an ad hoc basis, which need to be explicitly defined through developing an EA_Onto for implementation in applications for effective eco asset management.
Details
Keywords
Gita Mathur, Kam Jugdev and Tak Shing Fung
To explore the role of intangible project management assets in achievement of competitive advantage from the project management process through it being valuable, rare…
Abstract
Purpose
To explore the role of intangible project management assets in achievement of competitive advantage from the project management process through it being valuable, rare, inimitable, and having organizational support.
Design/methodology/approach
Data were collected on tangible and intangible project management process assets and competitive characteristics of the project management process using an online survey of North American Project Management Institute™ members. Three key tangible asset factors, one intangible asset factor, and three competitive characteristics were identified using exploratory factor analysis. The relationship between these project management assets and project management process characteristics are examined using multivariate analysis.
Findings
Intangible project management assets are found to be a source of competitive advantage, directly and through a mediating role in the relationship between tangible project management assets and the competitive characteristics of the project management process.
Practical implications
This study highlights the importance of developing intangible project management assets, in addition to investment in tangible project management assets, to achieve competitive advantage from the process.
Research limitations/implications
This was an exploratory study. The authors expect to further develop the instrument, refine the model and constructs, and test it with a larger sample.
Originality/value
Few papers have used the Resource Based View lens and applied it to project management. This paper contributes to the literature on the Resource Based View of the firm and to an improved understanding of project management as a source of competitive advantage.
Details
Keywords
Gita Mathur, Kam Jugdev and Tak Shing Fung
The purpose of this paper is to examine characteristics of project management assets and project management performance outcomes as a step towards exploring the link between assets…
Abstract
Purpose
The purpose of this paper is to examine characteristics of project management assets and project management performance outcomes as a step towards exploring the link between assets being valuable, rare, inimitable, and having organizational support and the achievement of competitive advantage.
Design/methodology/approach
This paper analyzes data from responses to an online survey by 198 North American Project Management Institute® members. Exploratory factor analysis is used to identify characteristics of project management assets and project management performance outcomes.
Findings
In total, six factors that comprised the characteristics of project management assets, three factors that comprised organizational support for project management assets, and two factors that comprised the project management performance outcomes were extracted.
Research limitations/implications
Limitations of this study include sample size, response rate, and self‐report bias, calling for a larger sample in ongoing research. This study is a step towards making the link between project management assets and performance outcomes.
Practical implications
This study draws managerial attention to project management assets as sources of competitive advantage, applying the resource based view of the firm that assets are sources of competitive advantage if they add economic value, are rare, are difficult to imitate, and have organizational support.
Originality/value
Few papers have applied the resource based view of the firm to examine project management capabilities as a source of competitive advantage. This paper contributes to the literature on the resource based view of the firm and contributes to an improved understanding of project management as a source of competitive advantage.
Details
Keywords
Gita Mathur, Kam Jugdev and Tak Shing Fung
The aim of this paper is to examine the links between project management process characteristics and project-level and firm-level performance outcomes to test the hypotheses that…
Abstract
Purpose
The aim of this paper is to examine the links between project management process characteristics and project-level and firm-level performance outcomes to test the hypotheses that project management assets being valuable, rare, inimitable and having organizational support leads to competitive advantage.
Design/methodology/approach
This paper analyzes data from responses to an online survey by 198 North American Project Management Institute® members. Regression analysis is used to examine the relationship between six factors extracted from an exploratory factor analysis that comprise the three project management asset characteristics – valuable, rare and inimitable, three factors that comprise organizational support for the project management process, and two factors that comprise project management performance outcomes – project-level and firm-level performance.
Findings
Organizational support for the project management process, specifically project management integration, was found to significantly contribute to both project-level and firm-level performance. Of the asset factors examined, valuable project management knowledge was found to contribute to project-level and firm-level performance, though information technology (IT) tools did not. Inimitable proprietary tangible assets were found to contribute to both project-level and firm-level performance, and inimitable embedded intangible assets were also found to contribute to firm-level performance. Rare knowledge sharing tools and techniques were found to negatively contribute to project-level performance.
Research limitations/implications
Limitations of this study include sample size, response rate and self-report bias, calling for a larger sample in ongoing research.
Practical implications
This study draws managerial attention to project management assets as sources of competitive advantage, highlighting the need to have organizational support for the project management process through organizational integration, and emphasizing the importance of valuable project management knowledge-based assets and inimitable project management assets that are proprietary and tangible as well as those that are embedded and intangible.
Originality/value
Few papers have applied the resource-based view of the firm to examine project management capabilities as a source of competitive advantage. This paper contributes to the literature on the resource-based view of the firm and to an improved understanding of project management as a source of competitive advantage.
Details
Keywords
U.S. state governments own a large array of fixed assets and lease a great number of parcels of private real properties for public uses. The purpose of this paper is to explore…
Abstract
U.S. state governments own a large array of fixed assets and lease a great number of parcels of private real properties for public uses. The purpose of this paper is to explore the public asset management system of the U.S. state governments. First, this paper analyzes the major, current public asset management systems and the public procurement systems created by the Organization for Economic Co-operation and Development and the U.S. Government Accountability Office. Based on the analysis, this paper constructs a comprehensive public asset management system that consists of six cornerstones. Second, this paper verifies the comprehensive public asset management system using the data collected from thirty-seven surveyed state governments. The data analysis demonstrates that the comprehensive public asset management system is supported. However, each cornerstone of the comprehensive public asset management system presents different strengths. Third, this paper suggests that further research may delve into particular areas of capital asset management at the state government level to identify critical issues and to provide appropriate resolutions.
Organizational knowledge assets have been identified as sources of competitive advantage. It is therefore critical that organizations understand how they impact on performance in…
Abstract
Purpose
Organizational knowledge assets have been identified as sources of competitive advantage. It is therefore critical that organizations understand how they impact on performance in order to effectively manage these assets. This paper aims to extend the “knowledge‐value chain”, recently introduced in the management literature, by integrating the concept of dynamic capabilities. Based on a systematic review of the literature it seeks to demonstrate the important role of dynamic capabilities in the relationship between knowledge asset management and firm performance. This paper aims to argue that the effective management of knowledge asset enhances the value of organizational competencies, which in turn support organizational processes, products and services. Dynamic capabilities take the role of continuously shaping operating routines and competencies, and consequently deliver superior long‐term performance.
Design/methodology/approach
The central objective of the article is to extend the work presented by Carlucci et al. with the concept of dynamic capabilities. Carlucci et al. introduce the “knowledge value chain” as a model linking knowledge assets with firm performance.
Findings
Based on an extensive systematic literature review, a recognized evidence‐based tool for theory building, the paper finds that dynamic capabilities represent a missing component in the relationship between knowledge assets and firm performance.
Practical implications
It is believed that the insights presented in this paper represent the theoretical basis for the development of a conceptual framework on how effective knowledge asset management affect the overall business performance and improve the value‐generating activity of a company.
Originality/value
The paper reveals that knowledge assets interact with each other through learning mechanisms and knowledge management processes enable the generation of new knowledge, and the development of organizational routines that form the building blocks of firm's competencies. These organizational competencies, hence, condition the efficiency and the effectiveness of business processes, and consequently the value of firm's products and services. Dynamic capabilities shape and systematically reconfigure organizational competencies, through assimilating new knowledge, and linking, organizing and integrating the generated knowledge into organizational routines.
Details
Keywords
Kam Jugdev, Gita Mathur and Tak Fung
The purpose of this paper is to study how project-level performance mediates the effect of project management assets on firm-level performance by examining the direct and mediated…
Abstract
Purpose
The purpose of this paper is to study how project-level performance mediates the effect of project management assets on firm-level performance by examining the direct and mediated relationships between the project management process characteristics: valuable, rare, inimitable and organizationally supported on project-level and firm-level performance outcomes.
Design/methodology/approach
This paper analyzes data from an online survey completed by 198 North American Project Management Institute® members. Linear regression and Sobel Tests are used to examine the relationships between nine factors extracted from an exploratory factor analysis that comprise project management asset characteristics, one factor that comprises project-level performance outcomes, and one factor that comprises firm-level performance outcomes.
Findings
Not only does project-level performance positively and significantly affect firm-level performance, but project-level performance also significantly mediates the effect of project management asset characteristics (for all nine factors) on firm performance.
Research limitations/implications
Limitations of this study include sample size and self-report bias, calling for a larger sample in ongoing research.
Practical implications
This study contributes to the stream of literature on project management assets as sources of competitive advantage and makes the case for sustained organizational investments in the project management process.
Originality/value
This paper contributes to the limited, but increasing interest in applying the resource-based view of the firm to project management capabilities as a source of competitive advantage.
Details
Keywords
Dan‐Bee Song, Ho‐Young Lee and Eun‐Jung Cho
The purpose of this paper is to examine whether earnings management is related to incidence of fraud and the amount of misappropriated assets. By examining the research question…
Abstract
Purpose
The purpose of this paper is to examine whether earnings management is related to incidence of fraud and the amount of misappropriated assets. By examining the research question, this study seeks to improve our understanding of using the accrual basis of accounting in identifying the misappropriation of assets.
Design/methodology/approach
This study analyzes 173 sample firms that announced asset misappropriation in the period from 2006 to 2010 in Korea. The study utilizes logistic and linear regressions to test the hypothetical relations set up in the study using discretionary accruals as a proxy of the earnings management. Additionally, the authors performed the robustness test using estimated accruals as a supplementary proxy of the earnings management.
Findings
The authors find that misappropriation of assets has a significant positive association with discretionary accruals. Interestingly, this relationship only holds for firms with negative discretionary accruals. The results suggest that the accrual basis of accounting provides a clue towards uncovering management's misappropriation of assets and thus, plays an important role in reducing existing information asymmetry.
Practical implications
The authors' findings would assist practitioners in detecting asset misappropriation through financial reporting quality and investors and auditors should be more alert to negative discretionary accruals.
Originality/value
There are some studies that examine asset misappropriation. However, most of them are focused on the relation between asset misappropriation and corporate governance. To the best of the authors' knowledge, this is the first study that examines the association between financial reporting quality (i.e. discretionary accruals) and asset misappropriation. The authors' findings provide evidence of the usefulness of accrual basis of accounting in detecting fraud and enhance the understanding of income‐decreasing earnings management.
Details
Keywords
This paper presents the major findings of recently completed research in the UK concerning the attributes of information as an asset and its impact on organisational performance…
Abstract
This paper presents the major findings of recently completed research in the UK concerning the attributes of information as an asset and its impact on organisational performance. The research study employed an automated information asset- and attribute-scoring grid exercise and semi-structured open-ended interviews with 45 senior UK managers in four case study organisations. The information asset-scoring grid was developed to provide a simple visual representation of information assets and attributes using Excel charts. The semi-structured open-ended interviews aimed to identify the attributes of information assets considered significant by 45 senior UK managers and to explore relevant issues such as the value of information and organisational effectiveness.