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Although project management (PM) continues to rise in popularity, there is still a significant PM talent deficit, leading to more challenged or failing projects. To lower the PM talent deficit and mitigate the higher project failure rates, academic institutions have been developing PM curriculums aimed at inculcating a repertoire of competencies to the potential project managers. In developing an ideal well-rounded PM curriculum, academic institutions occasionally engage the input of industry partners and governing entities. The study aims to (1) compare the competencies in one of the leading industry competency model and framework (PMI Talent Triangle) to the competencies in the PM course syllabi learning outcomes, (2) determine the extent to which these two sets of PM competencies are aligned and (3) and explore avenues for improvements.

The study uses a purposeful sampling method to gather PM course syllabi. The PM competencies data are gleaned from the syllabi using the content analysis method. Thereafter, QSR NVivo qualitative statistical software is used to summarize and analyze the competency data from the learning outcomes.

The results reveal that most of the PM competencies in the course syllabi fall under the technical PM domain. Specifically, the top three competency elements in each domain are technical PM domain (PM skills, tools and techniques, schedule management and cost estimation/budget), leadership domain (team-building, verbal/written communication and problem-solving) and strategic and business management domain (strategic planning, analysis and alignment, benefits management and realization, customer relationship and satisfaction).

The study investigates the alignment of the PM course competencies with competency domains in the PMI Talent Triangle, a global competence model that is well aligned with other global competence models such as the APM Competence Framework, the ICB4 Individual Competence Baseline and the PROMA3.

The results from this study provide guidelines useful in informing PM curricula re/design, as well as the inculcation of knowledge, skills, tools, techniques and behaviors needed for effective PM.

The PM curriculum can be improved by partnering with PM industry leaders who can serve as advisors to the academy on industry needs, direction and emerging innovations that can inform PM learning outcomes, PM curricular design and the development of quality PM talent. The academy and the industry are encouraged to actively strive for mutual partnerships where PM professionals and academicians serve on each other's advisory boards. Also, the academy can partner with the industry professionals by developing curriculum resources such as case studies that bring the real-life PM applications to the classroom.

This study is motivated by the call for research studies that provide a holistic picture of the desired PM competencies and an exploration and definition of the educational needs in the PM curriculum.

This conceptual paper aims to develop a multi-level mental health management framework for project management practitioners (PMPs) in architecture, engineering and construction (AEC) project organizations through organizational design theories to extend current knowledge on mental health by revealing organizational, project and external environmental factors contributing to mental health management in AEC project organizations.

A systematic literature review was adopted to propose a theoretical model that integrated five organizational design theories: institutional theory, agency theory, resources-based theory (RBT), contingency theory and complexity theory.

The model reveals permanent organization, project organization and external environment factors for mental health management in AEC project organizations. It further proposed hypothetical interrelationships between elements of permanent organization, project organization, external environment and mental health management indicators to unravel the resultant effects of the interactions on mental health of PMPs.

This research contributes to the body of knowledge by developing a multi-level mental health management framework that identify and shows how combination permanent organization, project organization and external environment elements impact mental health of PMPs in AEC project organizations. It offers a model that offers guidance to practitioners on permanent organization and project organization management practices that can be implemented to improve mental health.

The purpose of this paper is to present a hierarchy decision model for assessing the priority of safety management elements in manufacturing enterprises with reference to three major industries (i.e. textile and clothing, electronics, and printing and publishing) in Hong Kong. The identification of core decision criteria and safety management elements were addressed with respect to the effective implementation of safety management systems (SMS) in manufacturing enterprises.

Empirical data were acquired via a conduct of personal interviews with evaluators (i.e. safety personnel, experts and professionals) in industry. Using the analytic hierarchy process (AHP) methodology, a list of seven decision criteria and 13 safety management elements were identified and their relative importance were evaluated.

It was found that the top three criteria for SMS implementation were “client requirement” “insurance company requirement” and “employee requirement”. Both “safety organisation” and “safety policy” were the most important safe management elements. Besides, evaluators put greater concerns on “safe person” elements than “safe place” elements. Incorporating the AHP findings, a self‐regulatory approach to implementing safety management elements was proposed.

The hierarchy decision model would enable manufacturing enterprises to focus their resources on the critical elements at a time, to improve the effectiveness of SMS implementation. Future study could validate the applicability of the model and the self‐regulatory approach in large enterprises and small to medium‐sized enterprises, separately and collectively.

Using the AHP methodology, safety personnel could evaluate the relative importance of decision criteria and safety management elements with respect to the corporate goals, resources and constraints of their respective organisations.

The hierarchy decision model presented would enable manufacturing enterprises to determine the relative importance of decision criteria and safety management elements and to establish viable strategies for SMS implementation.

The purpose of this paper is to develop a methodology for evaluating the quality of an organization’s performance management system.

The paper presents a theoretical development based in extant literature, using a field study to illustrate the application of the methodology in assessing the quality of the performance management system of the case company.

The study presents performance management systems as a network of interconnected elements instead of elements that follow a lineal sequence. The more consistently aligned the elements of this network, the more likely it is to be able to influence behaviours and decisions in desirable ways.

The development requires its use by practitioners and researchers assessing the performance management systems of organizations to assess further implications. It stresses the need to differentiate the purpose of performance management systems from the objectives of the organization.

The tentative application of the methodology suggests that it provides a helpful tool for practitioners and researchers to assess the functionality of systems in place and to identify opportunities for improvement.

The methodology overcomes the two limitations of previous studies. First, it uses a holistic approach and does not focus on specific tools; second, it assesses the quality of the system, not from future company results that might be influenced by other variables, but from the consistency and alignment of the elements of the system.

The purpose of this paper is to investigate the extent of total quality management (TQM) implementation in Libyan manufacturing companies (LMCs), and evaluates the impact of ISO 9000, and company size on its implementation.

A framework, comprised of six TQM elements is proposed. Data was collected by means of a survey questionnaire distributed to those companies which agreed to participate.

The results are the responses of a comprehensive survey which showed that Libyan companies are still struggling to effectively embark on TQM. The correlations among the six investigated TQM elements were positive and significant. This study also investigated whether the level of TQM implementation is influenced by contextual factors, including company size and ISO 9000 certification. It was found that there were no differences between TQM elements across ISO and non‐ISO certified companies. The findings also revealed that there is no significant difference between small and medium (S&M)‐sized companies (on each of the TQM elements) and those of large companies.

A longitudinal and wider research is required to investigate TQM implementation across private manufacturing and other companies.

This analytical study is the first to determine the degree to which TQM has been adopted in the Libyan industrial sector (LIS). The results will contribute to the literature by examining the relationship between the proposed TQM elements, and investigating the impact of contextual factors (ISO 9000, company size) on each element of TQM. This research should prove valuable for the Libyan Government in its stated efforts to motivate companies to embark on a TQM program and improve their business performance which, in turn, will improve the Libyan economy.

Building on recent theoretical insights from the institutional logics perspective, we examine organizational dynamics in the loosely coupled field of corporate diversity management to develop a theory of the process of logic instantiation. We consider a case in which firms subscribed to the same institutional logic, the business performance logic for diversity management, but varied in adoption of diversity mentoring practices. Employing an inductive and iterative approach to analyze over 50 interviews with diversity managers at large U.S. corporations, we explain how four organizational factors mediated the process of logic instantiation in these firms: (1) the diversity manager’s interpretation and framing of the business performance logic, (2) the formal diversity goals of the firm, (3) the relative organizational power of the diversity manager, and (4) the accepted definition of “diversity.” We discuss implications for theories of social action and diversity management.

Building on recent theoretical insights from the institutional logics perspective, we examine organizational dynamics in the loosely coupled field of corporate diversity management to develop a theory of the process of logic instantiation. We consider a case in which firms subscribed to the same institutional logic, the business performance logic for diversity management, but varied in adoption of diversity mentoring practices. Employing an inductive and iterative approach to analyze over 50 interviews with diversity managers at large U.S. corporations, we explain how four organizational factors mediated the process of logic instantiation in these firms: (1) the diversity manager’s interpretation and framing of the business performance logic, (2) the formal diversity goals of the firm, (3) the relative organizational power of the diversity manager, and (4) the accepted definition of “diversity.” We discuss implications for theories of social action and diversity management.

Digital transformations of business processes are on the rise and the result is a need for a better understanding of how the elements of intellectual capital (IC) play a role in achieving successful digital project outcomes. New structural capital in the form of digital technologies must be identified and understood. Evolving skills of human capital in assimilating digital elements must also be considered, while collaboration within the development process involving relational capital provides a critical integration among these IC elements. This study illustrates the importance of identifying and managing the integration of IC components within an agile project management framework that are essential to achieving success for a digital initiative. More specifically, this study describes the process by which a multinational technology-based products company successfully developed a dynamic decision support platform utilizing an agile approach to guide a project management team to better manage the company's operations.

This study focuses on a case analysis approach of a multinational commercial and consumer products company. The paper presents existing research on the evolving state of project management for digital initiatives and focuses on agile methods. This study then delves into the case analysis that illustrates how IC played an integral role in the company successfully developing effective decision support involving an interactive dashboard using agile Project Management (PM), which enabled the project management team to better manage resources.

An examination at the case level illustrates that effective management and integration of IC has positive effects on project outcomes. While a balanced approach is evident as a requirement, the unique characteristics of the agile project management approach entails greater emphasis on select elements to adapt to a more dynamic development process.

This work depicts the complexities in providing analytic-based decision support in an agile/flexible project management scenario. This work adds to existing research by illustrating elements within IC categories and the elements' interdependencies that play an essential role in achieving success in this more flexible project environment.

The objective of this paper is to explore, describe, and explicate the processes which are related to the strategic planning for technology management, and to provide beneficial suggestions for China's high technology enterprises to promote technology management capability.

In this paper, a model for strategic planning for management of technology is developed, which is expected to be used to provide effective processes of articulating strategic planning. The model involves several key points including defining the current situations of technology management, determining the objectives of managing technology, and designing the approaches for the promotion of technology management capability. Capability maturity model (CMM) and fitness landscape theory are applied in this model to construct useful analysis tools. The model is used to make the strategic planning for management of technology of China's high technology enterprises. A survey of 43 high technology companies in China is conducted. Technology management maturity model (TMMM) is employed to assess the technology management maturity level, and fitness landscape of technology management is developed to explore the routines of promoting technology management capability.

The authors find that there is still much room for China's high technology enterprises to improve their technology management capability, since the average technology management maturity is only in the managed level. And the maturity of quality management is lower than that of organization management and resource management, and so quality management should have more importance attached to it, promoting holistic technology management capability. All such findings imply that our research makes theoretical contributions to technology management and strategy related literature with significant managerial implications.

The paper contributes to technology management literature by constructing the model of strategic planning for technology management, viewing it as the roadmap of the development of technology management, explaining three interrelated points and illustrating three processes. Second, the paper uses fitness landscape and NK model to explore the routines of promoting technology management capability.

In recognising the need to research the concept of customer satisfaction the study aims to develop a strategic approach to measuring a customer′s satisfaction with a particular enterprise. The study is an attempt to (1) develop an overall concept of customer satisfaction; (2) provide a detailed relationship structure for implementation within a company; and (3) identify potential research areas. A basic premiss of the study is that the focus should be on maximising total product value to the customer; and then, second, that customer satisfaction of external customers is inter‐dependent on the satisfaction of internal customers. The framework of the research centres on a proposed model which integrates all aspects so as to maximise the potential of the organisation and all its subsystems to create and sustain satisfied customers. The approach begins with a conceptualisation phase in which the concept of customer satisfaction is explored. Attributes are then classified into services and this is then extended to integrate the internal customer into a total service model; applying gap‐analysis to this model. Enterprise satisfaction provides the basis for extending the total service model; positioning is applied to the customer satisfaction strategy; and operationalising of this strategy is proposed through an implementation model.