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The purpose of this paper is to use an organizational design perspective to determine the scope of the state-of-the art of research into project-based organizations.

The paper follows a structured framework-based literature review approach. It uses an analytical framework from the organization design literature to assess 177 papers relevant to the design of the project-based organization that were published in four leading PM journals between 2008 and 2015. The authors determine which elements of organization design are covered in each paper and identify specific research themes for each of the element emerging from the literature. Finally, the authors examine the degree to which interdependencies among separate elements are addressed in the literature and discuss the most holistic papers in more details.

The results show that the literature on project-based organizations downplays broader organizational issues (such as organizational strategy, incentive schemes and performance management systems) while emphasizing research agenda inherited from research on single project management. In addition, the study highlights limited attention in the literature to the interdependence between separate design choices. Finally, it develops a research framework to map current themes in the literature and their relative importance and discusses a prospective research agenda.

Academic implications stem from looking at the project management literature from a fresh theoretical perspective and putting project-based organization as a whole in the focus. There is a great research potential in studying organization-wide aspects and interdependencies between various organization design choices in project-based organizations.

Reflective practitioners could benefit from a wider view on the project-based organization and its design. They could also use the developed framework in management discussions.

The paper offers a novel way of conceptualizing research on project-based organizations by linking it to an established stream within the field of organization theory and design.

This paper is based on a panel discussion at EurOMA 2015. The purpose of this paper is to identify a number of barriers to relevant research in humanitarian logistics. The authors propose a charter of ten rules for conducting relevant humanitarian research.

The authors use operations management literature to identify best practices for doing research with practice. The authors compile, condense and interpret opinions expressed by three academics and one practitioner at the panel discussion, and illustrate them through quotes.

The increasing volume of papers published in the humanitarian logistics literature has not led to a proportional impact on practice. The authors identify a number of reasons for this, such as poor problem definition, difficult access to data or lack of contextualization. The authors propose a charter of ten rules that have the potential to make humanitarian logistics research more relevant for practice.

By developing best practices for doing relevant research in humanitarian logistics, this paper enables the academic community and practice to better work together on relevant and impactful research projects. Academic knowledge combined with practice-inspired problems has the potential to generate significant improvements to humanitarian practice.

This paper is the first to address the problem of relevance of humanitarian logistics research. It is also one of the few papers involving a practitioner to discuss practical relevance of research. Through this unique approach, it is hoped that this paper provides a set of particularly helpful recommendations for researchers studying humanitarian logistics.

In this paper, using the antecedents, decisions and outcomes (ADO) framework, the factors/key performance indicators (KPIs) most relevant for creating or building a learning organization (LO) are identified. This study aims to contribute to the field of knowledge management (KM) in terms of introducing KPIs to foster a business organization with a continuous learning process, mechanisms of knowledge creation and memorization.

In total, 57 papers were selected for this systematic literature review (SLR) from Web of Science and Scopus covering the period 1985–2019.

The 12 most relevant KPIs are identified based on the literature survey conducted in the field of LO.

The managerial implications of this review paper will be an added advantage to the modern business organization worldwide that have adopted KM practices to foster knowledge management with information technology (IT) infrastructure. As IT infrastructure focuses on knowledge acquisition, dissemination and storage but the KPIs revealed through this review will help in transforming stored information as learning for the organization to improve its overall performance.

This review synthesizes prior studies and provides directions for future research.

The paper seeks to understand the implications of partner opportunism for project relationships.

Based on the theoretical literature, the paper presents a conceptual model considering the perspective of the organization impacted by partner opportunism.

The model proposes that partner opportunism lowers willingness to engage by creating perception of loss. The undesirable impact of opportunism on perceived loss is less if the partner has made high relation-specific investments. Also, the negative impact of perceived loss on willingness to engage is less if the partner is difficult to substitute.

The model can be tested in the context of information technology (IT) relationships because of scope for opportunism in IT project relationships. Data can be collected through experimental vignettes.

The model contributes by investigating novel aspects of governance, behavioral consequences of opportunism and relation-specific investments in project relationships. The paper suggests that organizations can protect themselves against the ill effects of partner opportunism by enabling their stakeholders to invest substantial time and effort in the relationship and fortify relational quality and bonding.

The purpose of this article is to propose a standardization model that contributes to the creation of organizational knowledge in the paper industry. This study was oriented to answer the question: how to create organizational knowledge through the standardization model of the paper industry’s production system?

This research was applied in the main production unit of the paper organization. The data were collected through the analysis of documents, systems and routines of the researched unit. In the research, the observation technique and direct documentation were used. For the operationalization of the research, the following phases were carried: understanding of the applied standardization model, literature review on the research topics, formulation of a standardization model and application of the model.

A model of standardization of production processes that contributes to the creation of organizational knowledge, in which a correlation of all its stages with the Knowledge conversion modes was found and validated through an applied research in the industry.

This study is applied in a paper industry. In the survey, there is no comparison with other companies. The adaptation of the study in other industries and organizations can increase knowledge about the connection of standardized systems with knowledge conversion modes, adjusting them to other environments or other situations.

This study stands out for empirically testing, a standardization model that favors the creation of knowledge through the analysis of the various activities in a paper industry, providing a real connection between the knowledge management literature and the organizational environment. Standardization can represent an instrument of innovation in the most diverse types of industry, as long as it comes with a proposal for something new and better than the existing model.

Limited empirical research has been conducted on the mediational influence of employees' intent to quit (IQ) and strategic human resource management (SHRM) to examine meaningfulness in work (MW) and job satisfaction (JS). Applying the psychological contract theory (PCT), this paper aims to explore the relationships among SHRM, IQ, MW, and JS; and the mediational influence of IQ on the relationship between SHRM and MW.

This paper examines a proposed hypothesised model with a two-stage technique of structural equation modelling, including four propositions. A web-based survey including a pilot test was directed to collect data targeting a sample of 200 full time Bangladeshi employees.

The results indicate that SHRM has significant effects on employees' IQ and MW, and IQ has a partial mediational impact on the direct relationship between SHRM and MW. Moreover, employees' IQ on MW was negative, and MW on JS was significantly positive among Bangladeshi employees.

This paper suggests that organisations aiming higher MW and JS should encourage SHRM and align their HRM functions accordingly. Furthermore, the implications of the study results can help organisations and HR managers to recognise the adverse effects of IQ on MW and the effective implementation of SHRM for higher MW and JS.

Despite the significant relationship between HRM and employee motivation, limited empirical research has been conducted on the mediational influence of IQ from PCT. Therefore, this paper examines the unique mediational role of IQ on the relationship between SHRM and MW, which has not been utterly observed from a developing nation's employee perspective.

The purpose of this paper is to offer a sustainability-based typology for non-profit organizations and corresponding strategies to sustain the mission and/or financial objectives of non-profit organizations. The balance of mission and money, known in the non-profit literature as the double bottom line, is a challenge for professional managers who run non-profits and scholars who study them.

Typologies are often used to classify phenomena to improve understanding and bring about clarity. In this paper, non-profit organizations are viewed from a social and fiscal viability perspective, developed from the long standing challenge of balancing mission and money.

The typology developed in this paper identifies several normative strategies that correspond to the social and fiscal viability of non-profit organizations. In fact, the strategies offered in this paper can help non-profit managers achieve organizational sustainability, thus enabling them to continue what they are meant to do – to provide greater social value to their constituents.

The typology presented is a classification system rather than a theoretical typology. Its purpose is to help managers of non-profits to recognize threats to their organizations’ long-term survival and offer strategies that if adopted can move the organizations to less vulnerable positions. However, the recommended strategies are by no means exhaustive. Furthermore, the focus of the paper is on non-profit organizations, not profit-driven or hybrid entities. The sustainability-based typology of non-profit organizations and the corresponding strategies have implications for practitioners and academics. The typology and its contents can help managers assess their non-profits, competitive environment and their current strategies, plan their double bottom line strategies and last but not the least, develop and implement strategies for social and fiscal sustainability. In addition, our paper provides great opportunities for future research to subject our typology and its contents to conceptual and empirical scrutiny.

The strategies described here are developed based on scholarly research and examples from successful non-profits. The typology and the related list of strategies provide a manager with the tools to accurately diagnose organizational challenges and adopt plans to improve the organization’s viability.

Non-profit organizations are an integral part of society that bolsters economic prosperity, environmental integrity and social justice. This paper may provide guidance for a number of non-profit managers to keep their organizations operating and serving important social missions.

In the context of organizations for social mission, several typologies exist that looked at firms from the perspectives of ownership versus profit objectives, entrepreneurship conceptualizations of economists and origins and development paths of social enterprises. While these typologies provided foundations for theoretical and empirical work into social enterprises, our typology offers strategies for the sustainability of mission and/or money objectives of non-profits. The value of this research lies in integrating virtuous and pragmatic objectives of non-profit sustainability that, in turn, can ensure the social mission of non-profits.

The purpose of this paper is to offer a rationale and a method for aligning external and internal brands within an integrated marketing strategy that recognises stakeholder expectations of a more socially responsible approach. It demonstrates the benefits of viewing external and internal brands synergistically in relation to the value propositions offered to stakeholder groups and the beneficial outcomes that can result from this.

Stakeholder constituencies that can facilitate or constrain marketing effectiveness are identified. The analysis underpins a model that shows links and feedback mechanisms between corporate, external and internal brands; stakeholder evaluation of these; and the implications for stakeholder contribution, loyalty and advocacy.

The paper demonstrates the significance and application potential of a conceptual framework that analyses the relationship between the brand benefits and values that an organisation espouses, how these are experienced by customers and employees, and the implications for marketing and human resource management. Its conclusions have particular significance for services brands where successful customer‐organisation relations are dependant on staff commitment that is itself predicated on organisation concern for employee well being.

The model provides a framework for further empirical testing of the relationships shown that includes their operation in particular organisation, industry and sector contexts.

The paper presents a business based rationale for the marketing function to recognise greater stakeholder concern – especially that of customers and employees – for ethical marketing and sustainability; and the financial, social and ethical capital benefits that can accrue from responding to this.

The perspective on branding in the paper recognises the stakeholder management implications of the new marketing paradigm by proposing a holistic approach whereby external and internal brands are viewed synergistically within an integrated marketing strategy. The paper responds to calls for a new philosophy of marketing in which integrated brand architecture demonstrates organisation recognition of a more stakeholder accountable and socially responsible era.

The contributions proposed in this paper are motivated by principles of incompatibility, and non‐equilibrium states, existing between the continuous growth in the level of environmental complexity and the insufficient cognitive capacity of the organization. From such a view, the purpose of this paper is to ask: what are the core competencies of the new industrial organization in the twenty‐first century?

First, the paper examines the characteristics and limitations of past and current industrial organizations; second, it contributes by extending their frontiers and by proposing technological, managerial and organizational core competencies of the new enterprise.

From such analyses, this paper introduces the features of customer‐centric systems (CCS) which represent new industrial organizations in the pursuit of high degrees of organizational cognition, intelligence and autonomy, and consequently, high degrees of agility and flexibility, in order to manage high levels of environmental complexity and uncertainty, to operate through intensive mass customization, and to provide customers with immersiveness.

For further research, this paper suggests the investigation of practical implementation of the features of the new enterprise of CCS. In such a direction, it recommends additional reading on the concept and design of computational organizational management networks.

This paper emphasizes that CCS are firm types which strategically organize their resources and competencies around customers' values and needs, in order to involve customers into their business. By involving customers into their task environments and business, CCS‐based firms have the chance to understand their clients' real needs and to produce the appropriate goods and services.

The uniqueness of this paper lies in its attempt to master, analyze and integrate technological, managerial and organizational perspectives of past and current manufacturing organizations, which contribute to illuminate features and to identify core competencies of future industrial firms, which are in the pursuit of innovation and sustainable competitive advantage in the twenty‐first century.

This paper argues that human resource development (HRD) can make an important contribution in facilitating the effective management of boundaries and interfaces in organisations. Organisations are increasingly required to network and collaborate both internally and externally in order to achieve key strategic objectives. HRD can facilitate and contribute to this process at four levels of intervention.