Search results

The aim of this study is to examine the configuration of project resources in organizations operating in a post-conflict country environment using a Resource-Based View (RBV) perspective.

Data collection was undertaken using a quantitative survey study of Non-Governmental Organizations (NGOs) involved in development projects in Sri Lanka, which obtained 445 responses. An Exploratory Factor Analysis and subsequent Confirmatory Factor Analysis were performed to identify and confirm the Project Management (PM) resource profile composition of these organizations.

The study identified resource profiles incorporated items at the team, organizational and collaborative social resource levels and did not differ significantly by organization type. This suggests that the current focus of PM RBV research that implicitly uses a competitive advantage derived framework may need to be adapted for contexts such as post-conflict environments.

For organizations seeking to deliver projects in developing countries, the findings indicate that relational capacity in the form of a collaborative social resource may be required to adapt team and organizational resources to post-conflict environments.

The lessons learnt from NGOs can be of value to other organisations seeking to operate in post-conflict environments. The findings from this research reveal that organizations in Sri Lanka establish resource profiles that meet domestic and external requirements. For the management of these organizations, recognition of the inherent contradictions of this strategy can enable the optimization of resource profiles, improving organizational efficiencies.

The study has used insights from NGOs involved in international and local development projects to extend current knowledge of PM resources. While NGOs are distinctive, the critical PM resources identified here may be of value to private and public organizations seeking to develop project resource profiles adapted to emerging markets.

Digital transformation shapes industries and influences the forms of collaboration between companies. This study aims to investigate digital business strategy as a key to facilitating collaboration beyond organizational boundaries.

The study focuses on the connection between digital business strategy and collaboration performance. The authors identify five types of digital business strategy elements based on the literature: development, objectives, resources, management capabilities, and digital leadership. The authors then studied the implications of these elements for collaboration performance using a survey. The study’s empirical data were collected from manufacturing and service companies, and 202 valid responses were received. The implications of the research elements were tested through regression analysis, which included the moderating effects of digitally enabled performance measurement.

The theoretical research framework identifies digital business strategy as a key determinant of collaboration performance, thus advancing the understanding of how companies can utilize digital business strategies and achieve enhanced collaboration performance. The results also show that the effect of digital business strategy on collaboration performance may be moderated by digitally enabled performance management.

The results suggest that management capabilities associated with digital strategy are a crucial element in positively influencing collaboration performance. Further, digital strategy-related resources can be better managed with digitally enabled performance measurement system, which is reflected in improved collaborative performance. Thus, companies should invest in management capabilities and connect their digital business strategies and performance measurement systems to develop collaboration in digital transformation.

The study is among the first to translate an empirical understanding of the digital transformation of small and medium-sized companies into a conceptual framework of a digital business strategy.

Contends, contrary to some media portrayals of the Internet as a surfer’s playground without signposts, that the Internet does offer some direction to serious researchers seeking operations and production management information. Attempts to decipher the Internet as a medium for information gathering and to explain how it may be used as a resource for those in the operations management field. Aims to assist the Internet novice to find his or her point of embarkation and to introduce the more experienced user to new sources of useful data. Considers how the Internet may be used to promote the operations and production management discipline, and suggests ways in which both academics and practising managers may participate and so benefit.

This chapter discusses the proposed integrated sustainable road infrastructure project implementation (ISRIPI) model and its constructs and sub-constructs, as well as public participation (PP), climate change response (CCR), and stakeholder management (SM). CEEQUAL was the most comprehensive rating system, with 11 criteria. Lim (2009) and Ugwu and Haupt (2007) were the most thorough studies examining sustainability models for infrastructure projects, focussing on social and cultural sustainability (SCS), economic sustainability (ES), environmental sustainability (EnS), institutional sustainability (IS), health and safety (HS), project management (PM), resource utilization and management (RUM), and engineering performance (EP). The Brundtland Report and Rio Summit defined social sustainability as the right to a decent standard of living, social justice between generations, within generations, and around the world. Thin (2002) showed social justice, unity, investment, and safety as aspects of society. Rosenström et al. (2006) defined social qualities as objects that make people happy. Cultural sustainability is access to cultural assets for current and future generations, and cultural legacy is the collection of physical signals passed on from the past to each civilization and, by extension, to all humans. EnS seeks to reduce the environmental impact of road infrastructure projects. Sustainable road infrastructure project implementation (SRIPI) must consider PM issues such as delivery system, risks, duration, performance assessment, sustainability clauses, and contract type. Quality control systems must be set up to ensure the optimum utilization and management of resources in SRIPI. EP criteria measure sustainable road infrastructure projects’ (SRIP) durability, quality, resilience, adaptability, functionality, carrying capacity, and robustness. This research developed an SRIPI model based on the models of CEEQUAL, Lim (2009), and Ugwu and Haupt (2007). The hypothesized framework consists of 37 SRIPI factors, including SCS, ES, IS, HS, PM, RUM, EP, CCR, PP, and SM. It projected the analytical authority of these constructs in the success of SRIPs to test whether the realization of SRIPI outcomes depends on the supposed indicators of the variables. SRIPI is a multidimensional structure composed of 11 latent variables, derived from literature review and Delphi study findings.

This research investigates the roles that resources, organisational structure and climate play in the performance management of National Sport Organisations (NSOs).

This qualitative study draws data from 31 interviews, five focus groups conducted amongst Botswana National Sport Organisations. To corroborate the data collected, documents from these sport organisations were content analysed.

The amount and type of resources available, the degree to which decision-making is centralised, practices formalised and roles specialised affects how NSOs implement performance management. NSOs were not implementing performance management systems and could not tell whether they were creating favourable environments to implement the practices.

Sport managers, policymakers and educators can use insights from this study to improve their practices. This study also proposes avenues for further research.

This study contributes to sport management literature on performance management, and it is original because such as study has not been conducted before.

There have been many challenges and uncertainties in determining the future direction(s) for performance measurement (PM) in Florida public libraries over the years. Social pressures for establishing increased accountability and community needs combined with the library administrators need to respond to these pressures served as the catalysts for the need to evolve PM processes in Florida public libraries.

In recent years, practitioners have identified a number of problems with traditional performance management (PM) systems, arguing that PM is broken and needs to be fixed. In this chapter, we review criticisms of traditional PM practices that have been mentioned by journalists and practitioners and we consider the solutions that they have presented for addressing these concerns. We then consider these problems and solutions within the context of extant scholarly research and identify (a) what organizations should do going forward to improve PM practices (i.e., focus on feedback processes, ensure accountability throughout the PM system, and align the PM system with organizational strategy) and (b) what scholars should focus research attention on (i.e., technology, strategic alignment, and peer-to-peer accountability) in order to reduce the science-practice gap in this domain.

As the youngest generation – Generation Z (Gen Z) – enters the workplace, there is a growing interest in this cohort's career needs and expectations. This paper explores the under-researched topic of Gen Z project management (Gen Z PM) professionals. In addition to shedding light on the factors that positively affect Gen Z PM professionals' early career-development phase, this research aims to identify specific organization-led practices that can foster sustainable early PM careers and so achieve greater workforce sustainability.

Through the lens of the resource-based view (RBV), Gen Z PM professionals are considered critical resources that can help ensure workforce sustainability in project-based organizations (PBOs). Semi-structured in-depth interviews were conducted with 25 Gen Z PM professionals in Australia to explore the professionals' early career experiences and the organizational-support initiatives that facilitate positive experiences. The results were analyzed using thematic analysis.

The results revealed that most Gen Z PMs experienced many challenges and a lack of support during their early career phase: Gen Z value (1) mentoring, (2) time for training and development, (3) showing support and guidance, (4) understand skill-gaps and (5) reasonable workloads. Through catering to these needs, PBOs can ensure better career sustainability for their young Gen Z talent and, therefore, greater workforce sustainability for the project profession.

According to the career sustainability lens, PBOs play a significant role in ensuring that their valuable young PM talent are supported and retained in the profession. This research sheds light on what Gen Z PM professionals value in their early careers, which guided recommendations to better support this new generation of project professionals.

The purpose of this study was to assess the readiness of the Swedish manufacturing industry to implement dynamic, data-driven preventive maintenance (PM) by identifying the gap between the state of the art and the state of practice.

An embedded multiple case study was performed in which some of the largest companies in the discrete manufacturing industry, that is, mechanical engineering, were surveyed regarding the design of their PM programmes.

The studied manufacturing companies make limited use of the existing scientific state of the art when designing their PM programmes. They seem to be aware of the possibilities for improvement, but they also see obstacles to changing their practices according to future requirements.

The results of this study will benefit both industry professionals and academicians, setting the initial stage for the development of data-driven, diversified and dynamic PM programmes.

First and foremost, this study maps the current state and practice in PM planning among some of the larger automotive manufacturing industries in Sweden. This work reveals a gap between the state of the art and the state of practice in the design of PM programmes. Insights regarding this gap show large improvement potentials which may prove important for academics as well as practitioners.

The purpose of this paper is to study the role of performance management (PM) in the use of reflective work practices.

The empirical evidence was collected during a one-year, action-oriented research project.

According to the results, PM can support the use of reflective work practices by affecting and guiding the human behavior in an organization. In this study, five roles of PM are emphasized in order to support reflective practices at work: making reflective work practices visible, supporting reflective dialogue, creating a favorable measurement culture, clarifying the goals at all organizational levels and motivating employees to use reflective work practices by means of compensation and rewards.

The results of the study can help professionals realize that reflective work practices may benefit organizational performance.

There is limited research and discussion on how a PM process through the use of reflective practices contributes to human resource management (HRM) and organizational effectiveness. In addition, PM literature has neglected the potential of reflective work practices in achieving performance at different levels (individual, group and organization). Reflective work practices, where individuals learn from their own and from each other’s professional experiences, may be the most important source of professional development and improvement. This paper argues that PM can also support this type of learning, and thus guide and motivate people in attaining business goals.