Search results

1 – 10 of over 149000
Article
Publication date: 15 November 2021

Frank David Einhorn, Jack Meredith and Carl Marnewick

The paper responds to calls in recent research for a model that shows how the business case should be used throughout the project's lifetime to achieve sound governance…

Abstract

Purpose

The paper responds to calls in recent research for a model that shows how the business case should be used throughout the project's lifetime to achieve sound governance and thereby project success. The aim of the paper is to advance theory about the effective use of the business case.

Design/methodology/approach

Besides the processes and information required, the literature identified 43 organizational facilitating factors, structured into 5 categories, which are required for effective use of the business case. To offer a useful model, the authors' approach was to do a factor analysis, based on existing survey data, to reduce the number of facilitators and to validate their categorization.

Findings

The findings of the paper were as follows: (1) the classification of the proposed facilitating factors was validated; (2) the number of facilitators needed to ensure that the business case is used effectively was substantially reduced and (3) a “business case effectiveness model” is proposed to clarify the relationship between the organizational facilitating factors, the business case processes and the information required to effectively use the business case.

Originality/value

This is the first time that a business case effectiveness model has been proposed. Besides consolidating business case theory, it can be used to guide people and organizations on simple, affordable ways to improve their use of the business case to achieve sound governance and hence business/information technology project success.

Details

International Journal of Managing Projects in Business, vol. 15 no. 1
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 1 November 2006

Maqsood Sandhu and Petri Helo

Based upon previous models and the extant literature, the purpose of this paper is to present a network approach to describing and analyzing inter‐organizational…

1495

Abstract

Purpose

Based upon previous models and the extant literature, the purpose of this paper is to present a network approach to describing and analyzing inter‐organizational relationships in project business. The framework provides a better understanding of the dynamic processes and critical interfaces in a network context, and advocates the use of the tools of agile supply‐demand networks (ASDN) and design structure matrix (DSM).

Design/methodology/approach

This conceptual paper uses a network approach to understand inter‐organizational business relationships in resource management. This approach is useful for understanding relationships in project business, which usually involves a wide array of actors or stakeholders who provide resources or have an interest in project outcomes.

Findings

The paper concludes that a network‐based framework provides a solid basis for a rich description and analysis of a multi‐actor project business, as well as assisting in understanding important interpersonal relationship factors that affect project success‐such as trust, commitment, and adaptation.

Research limitations/implications

Models of the type discussed here have been implemented in larger multinational corporations, but they might not be applicable in smaller enterprises that do not have overall control of a network.

Practical implications

The paper presents useful practical tools for understanding the dynamic processes of networks in project‐based business, and for identifying the actors, activities and resource interdependencies involved.

Originality/value

This paper extends upon previous approaches to project business and presents practical tools that can be used to analyze projectbusiness networks.

Details

Engineering, Construction and Architectural Management, vol. 13 no. 6
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 6 November 2007

Richard A. Owusu, Maqsood Sandhu and Sören Kock

The aim of the paper is to elaborate a framework of project business as a distinct mode of internationalization. The uniqueness and complexity of project business as a…

2826

Abstract

Purpose

The aim of the paper is to elaborate a framework of project business as a distinct mode of internationalization. The uniqueness and complexity of project business as a core mode are portrayed by comparing it with other internationalization modes. It is agreed that a single project sale is a discrete form of direct involvement in a foreign market. However, this provides opportunities for network interactions that can facilitate further project business openings in a foreign market and on a global level.

Design/methodology/approach

Using the abductive method, the paper constructs a comparative framework of project business and other forms of internationalization. It illustrates the discussion with a longitudinal case study of a company that uses project business as its strategic choice for its internationalization.

Findings

The paper finds that, using project business as its core internationalization mode, the company has expanded its global business as well as entering and succeeding in foreign business networks. It proposes that the network and relationship‐based project business approach is viable as a strategic alternative for internationalization on its own or in combination with other modes.

Research limitations/implications

The study provides a framework for positioning project business as a separate internationalization mode. It provides a comparative framework for internationalization modes.

Practical implications

This study provides managers with an understanding of project business as a distinct and profitable mode of internationalization. It illuminates the network and relationship‐building aspects of project business.

Originality/value

According to the research, this is the first study that proposes project business as a distinct mode of internationalization. Much previous research has either not mentioned project business or subsumed it as an unimportant part of exports. The framework developed in this study should spur new research on the issue.

Details

International Marketing Review, vol. 24 no. 6
Type: Research Article
ISSN: 0265-1335

Keywords

Article
Publication date: 5 January 2015

Jaakko Kujala, Soili Nystén-Haarala and Jouko Nuottila

The purpose of this paper is to increase the understanding of the main challenges of the contracting process and project contracts in the context of project business

1559

Abstract

Purpose

The purpose of this paper is to increase the understanding of the main challenges of the contracting process and project contracts in the context of project business characterized by a high level of complexity and uncertainty. The authors argue that understanding contracting as a flexible process and as a business tool will contribute to creating more value in projects which are implemented in constantly changing circumstances or which require gradual and iterative development.

Design/methodology/approach

This is a conceptual paper with illustrative examples from the software industry.

Findings

A prevailing approach for both managing contracts and the contracting process focuses on careful planning and drafting of contracts that protect each party in the case of conflicts and disagreements. The underlying assumption is that all activities can be planned and documented in a formal contract. According to this approach, the contracting process is seen only as a bargaining negotiation and the project contract as a detailed agreement of the responsibilities and safeguarding clauses to protect one’s position in the event of conflicts and failures. However, in the context of project business characterized by complexity and uncertainty, there is a need for flexible project contracts. The authors suggest that there are two fundamentally different approaches to implementing flexibility in both the contracting process and the project contract: postponing the decision until there is adequate information for decision making or making decisions that allow flexible adaptation to changes during the project lifecycle.

Practical implications

The authors suggest that organizations in project business should pay closer attention to how contracts are formed and how flexibility is introduced to projects. Organizations are encouraged to see contracts as a business tool, not as rigid documents which are taken into use in case something goes wrong.

Originality/value

This paper contributes to the understanding of how to adapt the contracting process to overcome challenges related to uncertainty, especially during the early phases of the project lifecycle. The authors provide a novel perspective on contracting as a process that extends over the lifecycle of a project and on the project contract as an agreement between parties formed during the contracting process. This perspective includes formal contract documents as well as various other documents, oral communication, commitments, actions and incidents.

Details

International Journal of Managing Projects in Business, vol. 8 no. 1
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 12 May 2020

Frank Einhorn, Jack Meredith and Carl Marnewick

Literature indicates that the business case for projects is difficult to use and suggests that there are organizational factors that can facilitate effective use of the…

Abstract

Purpose

Literature indicates that the business case for projects is difficult to use and suggests that there are organizational factors that can facilitate effective use of the business case. This paper aims to identify such facilitators, measure their presence and importance, and relate them to the actual practice of business case processes.

Design/methodology/approach

A cross sectional quantitative method was used, with data on facilitators and business case process usage gathered through an online questionnaire.

Findings

The findings for the 43 organizational facilitators are that each one is considered more important than its presence in the respondents' organizations. High correlations emerge between the presence of the facilitators and the use of business case processes, indicating the pivotal role of the facilitators.

Research limitations/implications

The research was conducted for business IT projects implemented by organizations based in South Africa. It furthers our understanding of project business cases and suggests additional research avenues in this area.

Practical implications

The findings indicate that organizations could improve key facilitators at an affordable cost. Such improvement would enable more effective use of the business case throughout the project's lifetime – from initial concept until planned benefits have been substantially realized. Better use of the business case would also support governance and increase the success rate of business IT projects.

Originality/value

Organizational facilitators of business case processes are identified and categorized for the first time, leading to measurements of their perceived importance and presence in organizations. Hence, the relationship between these facilitators and actual business case usage is determined, suggesting areas of optimum impact.

Details

International Journal of Managing Projects in Business, vol. 13 no. 5
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 12 September 2008

Karlos Artto and Jaakko Kujala

The purpose of this paper is to introduce project business as a research field. The project business view in this paper puts focus on the management of firms and their…

6192

Abstract

Purpose

The purpose of this paper is to introduce project business as a research field. The project business view in this paper puts focus on the management of firms and their businesses, and this way the paper complements the existing project‐centric view of the role of projects and their management in various business contexts.

Design/methodology/approach

The paper proposes a conceptual framework for project business and identify relevant research areas and themes. These research areas and themes are derived by using the knowledge and experience obtained from scientific project business research conducted in Finland since the early 1990s.

Findings

This paper describes project business as a research field by introducing a project business framework and the four major research areas inherent in the framework: management of a project, management of a project‐based firm, management of a project network, and management of a business network. It also suggests specific research areas and themes within the framework that are relevant and contribute to new knowledge in the project business field.

Practical/implications

The project business framework described in this paper, including the suggested research areas and themes, is important in focusing research and for development of practical application of project‐based business activities in firms and in public organizations.

Originality/value

The paper reveals avenues that lead towards the development of a new body of knowledge for project business that focuses on managing both firms and projects effectively in their networked business environments.

Details

International Journal of Managing Projects in Business, vol. 1 no. 4
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 1 November 2002

Richard Afriyie Owusu

There is a need for new models for foreign business and investment in Africa. The world’s “poorest” continent has a massive deficit in infrastructural, production and…

Abstract

There is a need for new models for foreign business and investment in Africa. The world’s “poorest” continent has a massive deficit in infrastructural, production and other facilities. The foreign business and investment dividends expected for economic liberalization and democracy that have been implemented by most African countries since the late 1980s are yet to be fully achieved. In this paper, project business is suggested as a model for foreign firms to do business in Africa, in the short to medium term. Thereby they will establish relationships and networks and gain valuable knowledge and experience of the African economies. Such experience, relationships and networks can be used to do profitable business in the short to medium term. In the long term, economic growth in the African economies will expand opportunities, and the firms in question will be well placed to take advantage of them.

Details

Journal of Business & Industrial Marketing, vol. 17 no. 6
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 25 January 2008

Karlos Artto, Kirsi Eloranta and Jaakko Kujala

This paper seeks to address the risks for a main contractor firm's project business that arise from subcontractors' inter‐organizational relationships in complex‐ and…

2163

Abstract

Purpose

This paper seeks to address the risks for a main contractor firm's project business that arise from subcontractors' inter‐organizational relationships in complex‐ and dynamic‐project networks.

Design/methodology/approach

Existing project risk management research neglects the management of such relational risks in networks. This paper discusses this un‐researched area by analyzing triads representing sub‐networks of three actors in a larger network. The empirical study employed several semi‐structured interviews in two global contractor organizations. Critical incidents identified in triadic settings were used to explain the logic of how risks arose from subcontractors' inter‐organizational relationships.

Findings

This paper identifies four categories of risk sources characterized by subcontractors' inter‐organizational relationships. The four risk source categories are based on subcontractors' relationships with other subcontractors, the contractor's competitor the contractor's client and non‐business actors (e.g. a local authority or regulatory body).

Research limitations/implications

The empirical study emphasizes the dynamic nature of the risks that business relationships cause in the main contractor's current and future projects and business. Furthermore, the empirical analysis suggests that the risks arising from subcontractors' relationships have an impact on two different layers: the temporary project network layer and the permanent business network layer. The impacts of risk on the temporary project network layer relate to specific sales and delivery projects, whereas the impacts of risk on the permanent business network layer relate often to changes in the network position of the business players.

Originality/value

This paper suggests a novel risk management approach, where risks and opportunities arising from subcontractors' relationships are actively taken into account in subcontractor management.

Details

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

Keywords

Article
Publication date: 1 October 2001

Seppo Leminen

Aims to increase understanding of business logic in buyer‐seller relationships. Increasingly complex, fast‐changing, and dynamic business environments provide a rich…

1300

Abstract

Aims to increase understanding of business logic in buyer‐seller relationships. Increasingly complex, fast‐changing, and dynamic business environments provide a rich research environment for analysing business logic in business relationships. Defines a new concept, the business logic (operation mode), in order to holistically understand projects, services, and packaged products in their lifecycles between and within buyers and sellers. This means offering, delivering, and installing and maintaining the project, service, and packaged product.

Details

Management Decision, vol. 39 no. 8
Type: Research Article
ISSN: 0025-1747

Keywords

Book part
Publication date: 10 December 2018

Krassimir Todorov and Yusaf H. Akbar

Etihad Rail Company is planning to implement a mega infrastructure project in the United Arab Emirates (UAE). They have included freight rail system as part of the 2030…

Abstract

Case synopsis

Etihad Rail Company is planning to implement a mega infrastructure project in the United Arab Emirates (UAE). They have included freight rail system as part of the 2030 Abu Dhabi economic vision and the UAE national Charter 2021. The plan is to link the UAE’s main cities via the Gulf Cooperation Council (GCC) border. This ambitious project presents a formidable task for the Etihad Rail Company and the region as there is no previous railway history of this kind. The project requires coordination of rail standards from East of Ghwefatet and the Northern Emirates cities and will ultimately be combined with the Western Saudi Arabia borders. The transportation system in the region will be improved greatly with the introduction of a cargo and passenger railway system in addition to the current road system and other means of transportation. The Etihad railway network is the first infrastructure project in the UAE and it will bring economic, strategic, social and environmental changes to the country. This case aims to present an overview of the strategic management dimensions of the Etihad Rail and the processes involved. This case will analyze whether Etihad’s top management team should make a decision to focus only on freight rail or to include passenger transportation as well. Many questions will be addressed in this paper such as the following: What steps should Etihad take in order to start passenger rail? Will economical, strategic and environmental aspects affect it? And if so, how? The case will focus on the analysis of the different aspects of Etihad Rail by using strategic management tools as guidance for implementation and determining its success factors.

Details

Strategic Management in Emerging Markets
Type: Book
ISBN: 978-1-78754-166-5

Keywords

1 – 10 of over 149000