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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: 26 January 2022

Karina R. Jensen

The rapidly evolving competitive global marketplace with its culturally diverse customers has increased demand for multinational corporations (MNCs) to accelerate global

Abstract

The rapidly evolving competitive global marketplace with its culturally diverse customers has increased demand for multinational corporations (MNCs) to accelerate global innovation. Leaders increasingly face the challenge of facilitating global and local team knowledge in order to improve strategic planning and execution for new products and services worldwide. An unresolved question in this regard is how global leaders can facilitate multicultural team collaboration aimed at improving performance of global innovation initiatives? Addressing this research question, a qualitative study was conducted focusing on the role of global leadership in facilitating multicultural collaboration and global innovation performance. The study included interviews with 105 global project leaders at 36 MNCs with headquarters based in Europe, Asia, and North America. These exploratory findings demonstrate how global leadership behaviors can facilitate cross-cultural collaboration for international project performance.

Article
Publication date: 1 October 2006

J. Alberto Espinosa, William DeLone and Gwanhoo Lee

The purpose of the paper is to better understand how global boundaries affect global information system (IS) project success and which mediating process variables increase…

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Abstract

Purpose

The purpose of the paper is to better understand how global boundaries affect global information system (IS) project success and which mediating process variables increase the chance of success.

Design/methodology/approach

Based on the literature on IS success and global teams, an input‐process‐output framework is adopted to develop the research model for the study. This research is based on semi‐structured interviews with 22 global IS project managers. An attribution analysis is used to identify common themes and patterns of the interview results.

Findings

Global IS project managers identified time separation and cultural differences as the most significant barriers to project success. Our findings suggest that effective teams were able to overcome these barriers to achieve success, but this success was achieved through the implementation of special coordination, communication and cognitive processes tailored to help teams overcome global barriers and through considerable additional cost and effort.

Practical implications

This study furthers understanding of the global boundaries affecting global IS project success and the most effective processes that teams use to overcome global barriers.

Originality/value

Despite the increasing attention to global IS work, there is limited understanding of why and how global IS projects succeed or fail. The present study, investigates not only how multiple global boundary variables (e.g. geographic dispersion, time separation, language differences, cultural differences, etc.) affect IS project success, but also which processes teams use to cope with the challenges presented by these global boundaries.

Details

Information Technology & People, vol. 19 no. 4
Type: Research Article
ISSN: 0959-3845

Keywords

Article
Publication date: 16 May 2019

Elisangela Lazarou Tarraço, Roberto Carlos Bernardes, Felipe Mendes Borini and Dennys Eduardo Rossetto

Is the development of local innovation capabilities enough for foreign subsidiaries in emerging markets to be able to integrate into global R&D projects? The authors argue…

Abstract

Purpose

Is the development of local innovation capabilities enough for foreign subsidiaries in emerging markets to be able to integrate into global R&D projects? The authors argue that it is not. The purpose of this paper is to show the central role of R&D capacities when it comes to inserting foreign subsidiaries in emerging markets into global R&D projects.

Design/methodology/approach

The study investigated 131 foreign multinational subsidiaries operating in Brazil. For each subsidiary, the authors surveyed two to five directors or C-level executives from innovation, R&D, engineering, product development and projects. the authors used structural equation modeling for analysis.

Findings

The results indicate that product and process innovations alone do not guarantee the insertion of the emerging market subsidiaries into global innovation projects. Such insertion depends on the subsidiary’s accumulation of R&D capacities.

Practical implications

The results reinforce the central issue of building product and process innovation capabilities as the first step toward a blueprint for global projects. However, the effort is not limited to these initiatives. Product and process innovation efforts need be reverted in headquarters’ eyes in order for subsidiaries to gain R&D center status. To achieve this, subsidiaries must align their technological innovations with multinational corporations’ innovation strategies.

Originality/value

In authors’ view, this study contributes to the literature in three main areas: the evolutionary process of innovation capability in subsidiaries, the reverse innovation debate and the discussion of subsidiaries’ initiatives.

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: 9 August 2013

Morgan Strong and Nick Letch

This paper aims to investigate the difficulties encountered when integrating e‐Government systems across jurisdictions. The study focusses on the entanglement of social

Abstract

Purpose

This paper aims to investigate the difficulties encountered when integrating e‐Government systems across jurisdictions. The study focusses on the entanglement of social and technical interests involved in e‐Government integration projects and in particular on managing the tensions which arise between global and local network actors.

Design/methodology/approach

A case study of Australia's first attempt to make the nation's cultural collections accessible from a single online resource is conducted based on extensive archival data. This historical analysis applies concepts associated with Actor‐Network Theory as a theoretical lens to investigate relationships between various actors and to trace the trajectory of the project.

Findings

The analysis reveals that although the project originated from large institutions, buy‐in was restricted to individuals and the most significant value was for smaller organisations. Furthermore, although the global networks that governed the project could translate their visions through the local production networks, because the network's underlying weaknesses were never addressed, over time this destabilised the global vision. Finally, this case study demonstrates the true value in data consolidation projects can often be in delivering functions that were not originally imagined by the system designers.

Research limitations/implications

Given the case study method, the findings of this study are likely to be idiosyncratic and not all integration projects will follow a similar trajectory. However, it is also unlikely that any national data integration initiative will follow a truly linear trajectory. Future research should focus on approaches to managing the negotiations between global and local actors.

Practical implications

This case study offers advice for projects attempting to consolidate data sources from disparate sources, highlighting the importance of key individual actors; identifying suitable technology artefacts; and aligning the needs of the local networks with the global vision.

Originality/value

The study highlights the need to align local and global interests in e‐Government integration projects and provides advice for projects attempting to consolidate data sources from disparate sources.

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

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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

Case study
Publication date: 20 January 2017

Mark Jeffery, Chris Rzymski, Sandeep Shah and Robert J. Sweeney

Technology projects are inherently risky; research shows that large IT projects succeed as originally planned only 28 percent of the time. Building flexibility, or real…

Abstract

Technology projects are inherently risky; research shows that large IT projects succeed as originally planned only 28 percent of the time. Building flexibility, or real options, into a project can help manage this risk. Furthermore, the management flexibility of options has value, as the downside risk is reduced and the upside is increased. The case is based upon real options analysis for an enterprise data warehouse (EDW) and analytic customer relationship management (CRM) program at a major U.S. firm. The firm has been disguised as Global Airlines for confidentiality reasons. The data mart consolidation or EDW marginally meets the hurdle rate for the firm as analyzed using a traditional net present value (NPV) analysis. However, different tactical deployment strategies help mitigate the risk of the project by building options into the project, and the traditional NPV is expanded by the real option value. Students analyze the different deployment strategies using a binomial model compound option Excel macro, and calculate the volatility using Monte Carlo analysis in Excel. A step-by-step tutorial is provided to teach students how to accomplish the real options analysis for a simplified project, and this tutorial is easily generalized by students to the case scenario. In addition to the tactical options, the case also has the strategic growth option of analytic CRM. Students must therefore analyze both the tactical and strategic growth options and make a management recommendation on funding the project and also recommend an optimal deployment strategy to manage the project risk.

The case teaches real options for technology projects. Students learn how to calculate real option values, where the key input of volatility is obtained by Monte Carlo analysis in Excel. Students also learn that the real option value is “real,” resulting from active management mitigating the risk of the project and improving the upside. Most important, students understand the difference between tactical vs. strategic growth options and the important management issues to consider.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Book part
Publication date: 12 October 2011

Paul F. Skilton

This study examines the variety of cooperative strategies used to organize the international co-production of motion pictures. Motion picture production is a high-goal…

Abstract

This study examines the variety of cooperative strategies used to organize the international co-production of motion pictures. Motion picture production is a high-goal singularity, project-based industry in which the structure of relationships between companies involved in cooperative strategies is highly visible. Working from existing theories of co-production and drawing on the strategic joint ventures literature, I examine archival data, first for evidence of the strategies predicted by theory, and then for project participation strategies that theory does not account for. I identify four strategies on the basis of the ways that firms participate in international co-productions. A large number of relatively short-lived firms enact strategies of supplying resources and skills to the persistent firms dominate the industry. Two types of persistent firms cooperate with both direct competitors and complementors but pursue different markets, whereas a third type avoids cooperation with peers. The observed strategies constitute a hierarchy of strategic roles, and thus demonstrate the complexity of strategic behavior involved in project-based production.

Details

Project-Based Organizing and Strategic Management
Type: Book
ISBN: 978-1-78052-193-0

Keywords

Article
Publication date: 15 May 2019

Annette Cerne and Johan Jansson

In this paper, the authors challenge traditional views of project management and sustainable development as purportedly complementing each other. Rather, the authors apply…

Abstract

Purpose

In this paper, the authors challenge traditional views of project management and sustainable development as purportedly complementing each other. Rather, the authors apply a projectification perspective from a multi-disciplinary approach to sustainable development. The purpose of this paper is to demonstrate how we can better understand the interface between projects and sustainable development through the study of its practices.

Design/methodology/approach

The authors do this by outlining the global and the local dimensions of sustainable development as a business objective. For that reason, the authors also make a distinction between sustainability in projects and sustainable development through project coordination.

Findings

From the framing of sustainable development as projectification, the authors contribute with a set of research implications on how to proceed towards a better understanding of sustainable development through project coordination.

Originality/value

The paper contributes to a growing field of interest regarding the interfaces between project management and sustainable development.

Details

International Journal of Managing Projects in Business, vol. 12 no. 2
Type: Research Article
ISSN: 1753-8378

Keywords

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