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The purpose of this paper is to explore the extent to which intelligence officers integrated at the patrol level contribute to successful case outcomes through information sharing.

This study utilizes multinomial logistic regression to analyze the outcomes of three years of Intelligence Officer Reports (IORs) submitted by officers trained in the Phoenix Police Department’s Intelligence Officer Program.

The majority of IORs are either tangible case successes or intelligence successes that have the capacity to become these, as opposed to non-successes. The type of success is impacted by a number of predictors. These include case categorization, nature of crime, information-gathering methods and perceived validity of information. Perceived reliability of information was the only non-significant predictor.

The study suggests the benefits of looking at multiple predictors of success in understanding the value of information gathered by intelligence officers in the field. Limitations include a fair amount of missing data and potential lack of generalizability to other agencies. Future research will also consider alternative ways of measuring success and the nesting of reports within officers.

The study provides insight into key factors for optimizing tangible case outcomes when institutionalizing intelligence-led policing at the patrol level.

This is the first study to consider how intelligence-led policing at the patrol level may influence case outcomes, and, in turn, what factors may contribute to this. Findings provide some initial considerations for optimizing desirable case outcomes.

Success in product development can be considered a general aim for any R&D activity. Unfortunately, success is very multidimensional. Which dimensions of success one should include and how one can measure these dimensions is an essential question that must be resolved within R&D management. The aim of the paper is to analyse the multidimensionality of success at R&D project level. Using the evidence from three industrial cases, the paper shows the versatility of the concept of success in product development. On the basis of the evidence, the paper concludes that there is often only a vague correlation between three aspects of R&D success – financial, technical and project management. The focus of the paper is on the development of investment goods for the paper industry.

The purpose of this paper is to discuss successful industrial product development (PD) projects. The study seeks to identify both the features that are common to successful projects and the features that seem to distinguish one success project from another.

The paper is based on an ex‐post analysis of real‐world projects that can be considered successful. The empirical data were collected on a case study basis. The approach is built on the analysis of four cases that represent different businesses within one industrial company.

The study produced several insights. First, one major pattern conjoins all the studied projects: they were intended and able to produce valuable solutions for productivity problems in customers' industry. Importantly, it was possible to prove this value (explicitly) at an early stage of the development.

Regarding the successful practices, the observed ways to develop a new and an innovative industrial product and to bring it to the market differed from case to case. A textbook approach for a good R&D process was not found in the cases. Contrary to an “ideal” process, the phases of development overlapped each other and some phases were completely absent. In these settings, the innovative and entrepreneurial development team had been able to overcome the problems that originated from missing upfront “home work” or from a less rigorous process.

There are not many answers to the question of how the development projects launched to improve business performance in SMEs have succeeded. This study focuses on business development success in SMEs. The main objective is to structure and model the success dimensions that contribute to and can be used in evaluating the business development success in SMEs.

The study utilises multiple case study methodology, following the replication approach. The empirical evidence is based on data from four SMEs that have implemented a business development project. Two of the projects were perceived as successful and the other two as unsuccessful.

This study builds a framework for a business development project success in a SME context. In the SME context the business development project success seems to be dependent on several interrelated dimensions. Success in one area leads to success in other areas, and so creates an upward success spiral. Failure in one area seems to lead to failure in other areas, too, thus creating a downward failure spiral.

The results provide a basis for benchmarking one's business and evaluate how well one's own firm meets the success dimensions and its focus areas.

The framework for success dimensions has been developed providing a systematic way to analyse the business development project and its impact on the performing company. A setting for analysing the project success from different time perspectives in a SME context has been produced.

The purpose of this paper is to analyze the influence of Technology Providers, Public Administrations and R&D Institutions on Cloud Computing adoption. This research also considers Killer Applications and Success Cases as other environmental factors.

Factorial analyses and structural equation models were used on a sample of high-technology firms located in technological parks in Southern Europe, with more than ten employees and sustained investments in R&D.

Results show that Technology Providers and Success Cases are determinant in Cloud Computing adoption. Moreover, Killer Applications are a forerunner for Success Cases.

An appropriate fit between the tools and resources provided by suppliers and the internal resources of the company is needed to create competitive advantages. Firms should evaluate Technology Providers, identify Success Cases to Cloud Computing adoption and implement technological benchmarking.

This study contributes to Cloud Computing adoption literature because it includes Technology Providers, Public Administrations and R&D Institutions simultaneously as well as other variables as Killer Applications and Success Cases. The importance of the external agents on information technology (IT) adoption, especially when the technologies to be adopted are new and in an emergent stage, together with the lack of prior investigations focusing on specific environmental factors affecting the adoption of these new, emerging IT, justify the value of this research.

The dependent variables for this analysis include three measures of arms embargo effectiveness, which were referred to as ‘levels of effectiveness’ in the Framework Chapter. These are the embargo's success in causing a targeted policy change (level I effectiveness), success in changing arms flow to the target (level II effectiveness), and a measure of effectiveness to capture the arms embargo initiators satisfaction with the operation of the embargo (level III effectiveness).

The purpose of this paper is to show that project success is dependent on the project management approach selected, relative to the challenges posed by the project, and to develop an analytical model for analyzing the performance of the project organization.

The research is based on literature review, model development, interviews, and case studies.

The findings define two different approaches in project management: The prescriptive approach focusses on the formal qualities of the project organization, including governing documentation and procedures. The adaptive approach focusses on the process of developing and improving a project organization, project culture and team commitment. The two approaches have been identified through studies of three different case projects. An analytical model, referred to as the Pentagon model, has been applied for analyzing the performance of the project organization and explaining the project management approach. The model focusses on five different organizational aspects: structure, technologies, culture, social relations and networks, and interaction.

The research is limited to megaprojects and to project management success.

It is suggested that project teams consider and select their project management approach at project initiation, and accordingly decide on relevant success factors to focus on. The adapted Pentagon model can be applied to develop the project management organization and assess its performance in the course of project delivery.

The contribution of the research is the application of the analytical model, and the identification as well as illustration of the prescriptive, vs adaptive management approach.

As in the private sector, public organizational information systems (IS) development is commonly carried out through projects. One of the alternatives followed by governmental organizations to perform their projects is outsourcing (by hiring other public institutions that have expertise in the IS area of the projects to be developed). However, limited research has been conducted on project success regarding these government-to-government (G2G) contexts. Since achieving success is crucial for public management, this paper proposes a model for Success Management of IS projects in G2G context.

The research method was design science research (DSR). In the evaluation step of the DSR, IS projects in a G2G environment were the object of case studies.

This work presents in detail how Success Management activities can be integrated into the processes and process groups of the Project Management Institute's project management guide. The authors also suggest tools and techniques to be used in each Success Management activity.

Managing success, particularly addressing success criteria and success factors, can help managers focus their efforts on what will really impact the success of a project. In the context of IS projects in G2G contexts, this contributes to decreasing waste and increasing the chances of providing better services to citizens.

This work contributes to theory by providing a new model for IS G2G projects that integrates Success Management and project management processes.

The rapid advancement of digital technologies has fundamentally changed the competitive dynamics of the logistics service industry and forced incumbent logistics service providers (LSPs) to digitalize. As many LSPs still struggle in advancing their digital transformation (DT), the purpose of this study is to discover barriers and identify organizational elements and associated leading practices for DT success at LSPs.

This study utilizes a two-stage approach. Stage 1 is devoted to a literature review. Stage 2, based on multiple case studies, analyzes information collected across nine international and global LSPs.

This research derives a practice-based definition of DT in the logistics service industry, and it has identified five barriers, eight success factors and associated leading practices for DT. The main obstacles LSPs struggle with, are the complexity of the logistics network and lack of resources, while the main success factor is a leader having and executing a DT vision, and creating a supportive organizational culture.

The results contribute to the emerging field of DT within the logistics and supply chain management literature and provide insights for practitioners regarding how to effectively implement it in a complex industry.

The authors analyze DT from the perspective of LSPs, traditionally not viewed as innovative companies. This study compares their DT with that of other companies.

The purpose of this paper is to review the content and contributions of the book by Morris and Hough entitled The Anatomy of Major Projects: A Study of the Reality of Project Management. The paper explores the major findings and contributions in the book and by so doing, highlights opportunities for future research and links the findings to emerging areas of interest.

The paper presents the main ideas in the book along with a number of important issues to project management theory and the management of large projects, including success, success factors, and the use of case studies to capture the actuality of project work.

The paper demonstrates that Morris and Hough addressed many of the concerns related to major projects and uncovered the implications of researching the success of projects, offering new insights and understanding related to the dynamics of projects and the temporal nature of success (and failure).

The primary implication is to demonstrate the value of revisiting the classic contributions in project management and re‐reading the findings and conclusions.

The author is especially interested in the ideas presented in the book that relate to success and to major projects, as well as with researching the actuality of projects through case studies. Many of the findings and insights remain relevant and would inform today's debates. Previous research has given limited attention to the insights presented in this book published 25 years ago.