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Despite the significant interest from researchers and practitioners, the literature on project value measurement from the perspective of the customer is non-existent. This study aims to address this gap by developing and validating a scale to measure project value through a customer lens called the customer perception of project value scale.

A list of items was initially generated based on 762 sample responses through a systematic review of the literature and with the participation of specialists. Exploratory and confirmatory factorial analyses and structural equation modelling were used to develop and validate the scale.

The authors formulated a four-dimension scale. The dimensions used to measure the second-order construct are customer centrality, process, delivery and cost-benefit. This was validated using a nomological structure.

The non-consensual nature of what is value in projects restricts the results of this study to the context of a specific group of stakeholders only, that is, the consumers of the projects. The authors also see limitations in the absence of competing scales, which do not allow the comparison of the instrument with alternative measures.

This study allows project managers and other professionals to measure a project’s perceived value from the customer’s point of view and manage the improvement of this perception.

To the best of the authors’ knowledge, this is the first study to propose a scale to measure project value, which advances the literature on project management and value and contributes to academic knowledge and practice by measuring project value from the customer standpoint.

This study aims to investigate how the processes of memory acquisition, retention, retrieval and application occur in project-based organizations (PBOs). In this kind of organization, the nature of corporate memory is influenced by the transience, uniqueness and independence of the project portfolio. Such understanding may help practitioners to mitigate the effects of project transience and promote knowledge sharing among project teams.

An empirical and qualitative study was carried out through a multiple case study approach conducted in three Brazilian Engineering Design Firms, which are organized by projects. Document analysis, direct observation and semi-structured interviews with engineers, project managers and executives were conducted.

The memory acquisition process takes place in five forms which have different sources and destinations when comparing PBOs with traditional organizational settings. Memory retention in PBOs crosses organizational boundaries and establishes a knowledge network of former employees and third parties. The PBOs project memory can be divided into volatile and perennial memory, where the former can be lost throughout project execution and the latter is internalized, becoming an inseparable part of the corporate memory. Memory retrieval in PBOs is also distinct since it has particular mechanisms depending on whether the knowledge is technical or administrative.

The research investigates the corporate memory processes within the volatile context of PBOs in a Latin-American developing country whose culture favors tacit knowledge exchange. The paper proposes a framework that unveils different patterns of knowledge acquisition, temporary and perennial retention structures, intensive usage of external knowledge in memory retrieval and particular memory applications in PBOs. The framework may guide scholars, project managers, engineers and practitioners in navigating through the uniqueness of organizational learning flows and structures in PBOs.

The purpose of this paper is to identify the existing measure instruments for dynamic capabilities (DCs) in order to understand the tendencies of quantitative studies on DCs as well as to evaluate the reliability and validity of these scales.

To accomplish this objective, the authors conducted a systematic review of literature on DCs.

Main findings indicate that quantitative research works on DCs have focused on the relationship between DCs, innovation, organization performance, knowledge management and absorptive capacity. Findings also show that efforts to measure DCs quantitatively are recent and lack reliable methodology.

One limitation of this research is that the authors conducted the systematic review on two databases. However, the authors conducted the research on the two most used databases in management research.

Findings show that academicians have plenty of room to work on quantitative research works on DCs as well as to develop robust scales to measure this construct in diverse business sectors.

This paper is the first to analyze the existing scales that measure DCs.

The purpose of this paper is to define objectives for Customer Relationship Management (CRM) system adoption. The objectives provide a theoretical basis for strategizing about CRM system adoption. The objectives also provide managers to clearly direct CRM system adoption, thus ensuring a highly successful outcome.

The authors conducted a sequential multi-method research in Europe. The initial qualitative phase constituted 62 in-depth interviews. Using Keeney’s (1992) value-focused thinking approach, the authors defined 102 CRM system adoption objectives. Quantitative purification techniques, using a sample of 210 organisations, a more parsimonious set of objectives were developed. The complete set of objectives were classified into fundamental and means objectives.

Results present three fundamental and three means objectives. These objectives allow for successful CRM system adoption. The three fundamental objectives are: maximise CRM organisational culture; ensure an effective relationship with CRM providers; and minimise CRM project risks. The three means objectives are: maximise CRM usage, maximise relational marketing capabilities, maximise CRM orientation.

This study provides strategic objectives that can be used by companies to plan adoption of a CRM system. Hence the fundamental and means objectives take the form a strategic planning template.

Although technology adoption has been well researched and has also been extended to address CRM systems, the focus has largely been behavioural. The strategic objectives for CRM system adoption, presented in this paper, are novel. Objectives enable decision making and resource planning. The combination of fundamental and means objectives provide a theoretical basis for ensuring successful CRM system adoption.