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Article
Publication date: 26 July 2019

Christophe Midler

The last few decades have seen the rapid emergence of two transformative streams in large firms. The first is the development of project management, aimed at improving the…

Abstract

Purpose

The last few decades have seen the rapid emergence of two transformative streams in large firms. The first is the development of project management, aimed at improving the performance of innovation management, while the second, the internationalization of innovation organizations and processes in response to strategies of redeployment toward emerging countries. Both streams have been closely analyzed in the fields of project management and international management, respectively. However, the links between the two have been less studied. The purpose of this paper is to consider the hypothesis that a firm’s projectification might have an important impact on its pattern of internationalization in innovation.

Design/methodology/approach

First, we present the models of internationalization of innovation processes used in the multinational corporation literature. This field essentially focuses on the components of permanent organizations: global internationalization strategy and legacy, R&D footprint, characterization of local subsidiaries and the role of central head offices. Projects figure only as a context in which those elements operate, not as a structuring variable of the global innovation process pattern. The authors challenge this view by exploring whether the specificities of the firm’s projectification pattern can influence how it builds its global innovation process. The paper is based on a longitudinal case where the authors analyze the organizational transition within the Renault group, an emblematic case of a multinational that implemented a spectacular internationalization transition in the 2000s.

Findings

Our results demonstrate project organizing’s major impact on the internationalization patterns of innovation processes within the firm. They show how the deployment of a polycentric innovation footprint has been the consequence of a specific projectification transition, giving the project and program functions the autonomy to transgress centralized product development norms to adapt their project to the local environment; use the initial breakthrough project as the foundation for a new and specific global product development network through a lineage logic; and sustain this innovation global network as a permanent process of the firm.

Research limitations/implications

The paper demonstrates the importance of the organization’s projectification characteristics as an important vector for successfully implementing the most advanced internationalization strategies (i.e. reverse innovation) and innovation processes models (i.e. integrated networks).

Practical implications

The paper characterizes project management related conditions that can govern the success of innovation strategies in high-growth emerging countries: the autonomy and empowerment of project functions; colocation and integration of teams; existence of a program function; and HR policies capable of supporting lineage management and project-to-project learning processes.

Originality/value

Bridging project management literature with multinational management literature. Demonstrate the key impact of projectification on internationalization pattern of the firm. Longitudinal analysis of a firm internationalization transition on a ten-year period.

Details

International Journal of Managing Projects in Business, vol. 12 no. 3
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 1 January 2014

Wenche Aarseth, Asbjørn Rolstadås and Bjorn Andersen

The purpose of this paper is to complement the research that has been done in global projects so far and has two objectives: to study organizational challenges in global

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Abstract

Purpose

The purpose of this paper is to complement the research that has been done in global projects so far and has two objectives: to study organizational challenges in global projects, compared with those of traditional projects; and to define and analyze the main organizational challenges the project team members and project managers meet when assigned to global projects.

Design/methodology/approach

The research is based on a survey sent to 550 project managers and people working in a global environment, data from 246 respondents, and 30 interviews with senior project team members.

Findings

The results show that the main organizational challenges are managing the external stakeholders in the global project; the local government in the country, local content demand, local authorities, local industry, and lack of support from the base organization and management. One of the conclusions is that companies need a relationship management approach to managing these challenges in global projects.

Originality/value

Organizational challenges are an underestimated area in projects and when it comes to an in-depth understanding of organizational challenges in global projects only a very few studies have been published compared with other project management issues. This article contributes to existing research by presenting the organizational challenges in global projects and how they differ from traditional projects.

Details

International Journal of Managing Projects in Business, vol. 7 no. 1
Type: Research Article
ISSN: 1753-8378

Keywords

Book part
Publication date: 31 January 2015

Liliya Altshuler Oxtorp and Ulf Elg

While earlier research discussed networking and alliance strategies of born globals on a strategic level, this paper investigates and analyses the specific organizational…

Abstract

While earlier research discussed networking and alliance strategies of born globals on a strategic level, this paper investigates and analyses the specific organizational skills that enable the firms to successfully initiate, manage and finish their R&D alliances with Multinational Enterprises (MNEs). It is discussed how the specific aspects of the alliance capability can help born globals to counteract the challenges and risks of collaborating with MNEs. A longitudinal process study of a Danish technology born global with three embedded cases of its R&D and marketing alliances with Asian MNEs is discussed. The organizational skills comprising the alliance capability are defined to be internal and external assessment skills, need detection and coupling skills, asset protection skills, project management skills, termination skills and the learning processes to build the alliance capability further. A set of propositions is developed to tie these organizational skills to alliance performance.

Details

Entrepreneurship in International Marketing
Type: Book
ISBN: 978-1-78441-448-1

Keywords

Article
Publication date: 17 August 2010

Vittal S. Anantatmula

This study aims to propose a knowledge management process model for global projects. The paper also seeks to generate interest among academic researchers for undertaking

4913

Abstract

Purpose

This study aims to propose a knowledge management process model for global projects. The paper also seeks to generate interest among academic researchers for undertaking further research on this important topic.

Design/methodology/approach

This research effort uses literature review findings and past research efforts of the author to develop a generic KM process model and a set of questions for designing a project‐specific KM process model.

Findings

Different cultures understand knowledge and its value differently. It is a challenge to develop KM processes for knowledge capturing and sharing in global projects where cultural diversity is a norm.

Research limitations/implications

The KM process model and the set of questions identified to develop the KM process need to be studied further and to be validated for their effectiveness in knowledge management.

Practical implications

The study is an attempt to recommend a knowledge management process that meets both internal and external goals and challenges. It aims to generate interest in the research community for undertaking a detailed and comprehensive research on this topic. It also aims to serve as a foundation for future studies.

Originality/value

The study is an original effort in examining some of the issues related to the impact of cultural differences on knowledge sharing in global projects and virtual teams.

Details

VINE, vol. 40 no. 3/4
Type: Research Article
ISSN: 0305-5728

Keywords

Article
Publication date: 6 June 2016

Deborah Elizabeth Swain and James Earl Lightfoot

The purpose of this paper is to show how Tai Chi (or T’ai Chi ch’uan) philosophy might be used in global project development. Collected case studies support a Tai…

Abstract

Purpose

The purpose of this paper is to show how Tai Chi (or T’ai Chi ch’uan) philosophy might be used in global project development. Collected case studies support a Tai Chi-based framework for global project teams to reduce stress and improve decision making through exercises, storytelling, and martial arts practices. The authors first proposed a model or procedural framework based on experiential knowledge from practicing Tai Chi while managing projects.

Design/methodology/approach

Analyzing case studies from knowledge managers, project managers, and executive leaders, the researchers collected data on applying the framework from a retrospective case study and from two observational case studies during project development. Tai Chi-based communications and exercises were shown to support critical thinking, knowledge sharing, and problem solving. The proposed framework and four-step procedure build on a global perspective to cultural awareness, creativity, and motivation as well as specific Tai Chi-based tactics, techniques, and operations for knowledge management. This preliminary study looks at improving collaboration in a competitive environment while supporting health, wellness, and work-life enjoyment.

Findings

Early research results suggest that teams and individuals working on projects and practicing Tai Chi might develop more cohesive strategies and improve soft skills during their integration of Eastern and Western philosophies.

Research limitations/implications

Used case studies methodology, which provided examples of using Tai Chi during projects. Qualitative data used to develop the proposed framework. Also, interviews and discussion reviews conducted for additional validation collected on framework.

Practical implications

It is a pioneering, preliminary study. Future research with outcomes-based data from project managers using Tai Chi recommended.

Originality/value

The integration of Eastern and Western philosophies into a framework for team project and knowledge management was shown to support cohesive strategies, improve soft skills, and strengthen decision making.

Details

International Journal of Managing Projects in Business, vol. 9 no. 3
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 29 April 2021

Hossein Toosi, Mohammad Amin Ghaaderi and Zahra Shokrani

The purpose of this study is to compare the trend of academic project management research in Iran and the World in five-year periods with a text mining approach and TF–IDF method.

Abstract

Purpose

The purpose of this study is to compare the trend of academic project management research in Iran and the World in five-year periods with a text mining approach and TF–IDF method.

Design/methodology/approach

The research population consists of 1205 theses presented between 2000 and 2019 in Iranian universities. The central library website of the mentioned universities was used for data collection, and the text mining approach with the TF–IDF method was used for data analysis.

Findings

The remarkable results of this study include: Concrete structures are the most frequent among structural systems, Risk Management is the most frequent among PMBOK Knowledge Areas, Design-build (DB) system is the most frequent among Project Delivery Systems, Engineering, procurement and construction (EPC) is the most frequent among DB Project Delivery Systems, Financial Management is the most frequent among specialized construction knowledge areas, Soft Skills is the most frequent among Global Trends, Contracting Companies is the most frequent among Project Parties, Construction Projects is the most frequent among Project Areas, Power Plant and Refinery is the most frequent among Project Subjects, Optimization is the most frequent among Problem-Solving Approaches, Fuzzy Logic is the most frequent among Novel Algorithms and Motivation is the most frequent among Soft Skills.

Originality/value

The innovative aspect of this research is that for the first time, text mining has been used to analyze academic research on project and construction management, and also for the first time, academic research on construction industry in Iran has been compared with global research.

Details

Engineering, Construction and Architectural Management, vol. 29 no. 3
Type: Research Article
ISSN: 0969-9988

Keywords

Book part
Publication date: 13 August 2014

Elina Pernu, Tuija Mainela and Vesa Puhakka

The present study approaches multinational corporations as internal networks that are constantly newly organized on the basis of relationships, operations, activities, and…

Abstract

The present study approaches multinational corporations as internal networks that are constantly newly organized on the basis of relationships, operations, activities, and tasks at hand. It combines MNCs-as-networks view with the research on supplier–customer relationship development to conceptualize the relational dynamics in the MNCs. The dynamics are seen created as the interplay of organizing within internal networks and managing of the global customer relationships. Through an empirical study on a project business MNC and analysis of the events in its global customer relationship the study defines strategies of political compromising in MNC internal networks.

Details

Orchestration of the Global Network Organization
Type: Book
ISBN: 978-1-78350-953-9

Keywords

Article
Publication date: 28 September 2021

Syed Danial Hashmi, Khurram Shahzad and Muhammad Izhar

This study aims to empirically investigate the relationship between different global software development (GSD) challenges (management, process, social, technical and…

Abstract

Purpose

This study aims to empirically investigate the relationship between different global software development (GSD) challenges (management, process, social, technical and environmental challenges) and software project success. Further, the study examines the moderating role of total quality management (TQM) between the relationship of GSD challenges and success of software projects.

Design/methodology/approach

Using two field studies, the authors collected data form software developers working in globally distributed teams. In study 1 (n = 194), relationship of different dimensions of GSD challenges (management, process, social, technical and environmental challenges) and project success was examined. In study 2 (n = 138), moderating role of TQM was examined on the relationship of GSD challenges and project success.

Findings

The results of study 1 indicate that there is a negative relationship between all dimensions of GSD challenges and project success. Findings of study 2 confirmed that TQM practices moderate the negative relationship between GSD challenges and project success.

Practical implications

The findings of the study provide guidelines to the project managers of software industry to mitigate GSD challenges using TQM practices.

Originality/value

Study adds in the literature of TQM, GSD challenges and project success by (1) empirically investigating the relationship between different GSD challenges and software project success and (2) by examining the moderating role of TQM practices on relationship of GSD challenges and project success in global software development industry.

Details

The TQM Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1754-2731

Keywords

Article
Publication date: 13 May 2019

Knut R. Fossum, Jean C. Binder, Tage K. Madsen, Wenche Aarseth and Bjorn Andersen

The purpose of this paper is to identify and complete the existing lack of quantitative data at the crossroads between organizational support (OS) practices and project

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Abstract

Purpose

The purpose of this paper is to identify and complete the existing lack of quantitative data at the crossroads between organizational support (OS) practices and project management success in global projects (GPs) and discuss implication of the results in perspective of the theory–practice gap.

Design/methodology/approach

Building on classical organizational theory and GP knowledge areas, a survey addressing GP practitioners was designed. This paper focuses on OS practices as success factors and addresses a subset of the survey (1,170 respondents across 74 countries).

Findings

OS practices included in the study were found to have high importance for managerial success. OS practices for selection and training of team members show significant correlation with project efficiency but have low adaptation in many organizations. Statistically significant correlations were found to be weaker than expected, indicating that the relation between OS practices (as success factors) and project efficiency (as success criteria) is more complex than expected.

Research limitations/implications

The work constitutes opinion-based research and is vulnerable to variations in OS practices and the definition of success in different organizations and industries. The granularity level of the theoretical framework brought about relative high-level survey questions and may impact the applicability of the results.

Practical implications

To improve the efficiency of GPs, better implementation of OS practices for selection processes and training personnel has been suggested.

Originality/value

The theoretical alignment of classical organizational variables with GP knowledge areas and associated practices provides an original approach to the “theory–practice gap” discourse.

Details

International Journal of Managing Projects in Business, vol. 13 no. 1
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 12 May 2020

Krishnan Mysore, Konstantinos Kirytopoulos, Seungjun Ahn and Tony Ma

Adverse situations negatively impact project stakeholders’ engagement. Past research has sporadically investigated adverse situations affecting stakeholder engagement but…

Abstract

Purpose

Adverse situations negatively impact project stakeholders’ engagement. Past research has sporadically investigated adverse situations affecting stakeholder engagement but lacks a thorough empirical investigation. The paper aims to discuss this issue.

Design/methodology/approach

A web survey was designed to address the knowledge gap of the identification of the impactful adverse situations during multi-stakeholder engagement. The research yielded 144 completed responses from multi-stakeholders engaged in globally distributed ICT projects.

Findings

Exploratory factor analysis revealed eight factors that underpin 26 adverse situations. The top factors, ranked in terms of importance according to their Relative Importance Index (RII) are: dysfunctional conflicts, dearth of reasoning, glitches in project governance, clash of personalities.

Research limitations/implications

This research reveals the factors that can impact engagement in the form of meaningful clusters and dimensions and opens-up a future research agenda toward causation and mitigation studies related to adversarial stakeholder engagement. The study focuses on globally distributed ICT projects and has not explored generalizability in other sectors.

Practical implications

This research enables project managers and stakeholder analysts to get an understanding on the importance of different dimensions of adverse situations in the way stakeholders think, act and emote.

Social implications

Awareness on the potential adversarial stakeholder engagement helps in effectively managing the sustained stakeholder relationships and mental well-being of project stakeholders.

Originality/value

This research contributes to project management practice, as it reveals the underlying factors of adverse situations occurring during multi-stakeholders’ engagement, provides clarity on their components and ranks them in terms of importance for their overall effect on stakeholders’ engagement.

Details

International Journal of Managing Projects in Business, vol. 14 no. 2
Type: Research Article
ISSN: 1753-8378

Keywords

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