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Organizational culture has an impact on various activities in organizations, including project management (PM). The aim of the study is to answer the following research questions: RQ1: what significance is attributed to organizational culture compared to the objective project characteristics when choosing the dominant PM methodology in organizations? RQ2: which type of organizational culture is preferred for successful implementation of different PM methodologies? RQ3: what kind (if any) of relationship exists between the dominant type of organizational culture in organizations and the dominant PM methodology?

The author surveyed 100 project managers working in the financial industry in Poland with the use of personal structured interviews. The competing values framework (CVF) concept authored by Cameron and Quinn was used.

Project managers find organizational culture more important than objective project characteristics when choosing the dominant PM methodology in an organization. Although statistical analysis revealed a significant relationship between the preferred type of organizational culture and PM methodology, there is no significant relationship between the existing type of organizational culture and the PM methodology which prevails in the company.

Future research should investigate other industries and other typologies of organizational culture.

The paper provides recommendations for management practice on how to shape organizational culture in the context of successful PM with the application of different PM methodologies.

This study fills a gap in the theory of PM by identifying and empirically verifying the theoretical linkage between the type of organizational culture and PM methodology.

This study aims to investigate the relationship between university and industry as two major infrastructures of national innovation system in all leading scientific and industrial settings.

Large complex organizations with high technology that follow non-linear dynamic rules need to define concepts and adopt new approaches to achieve organizational efficiency and effectiveness. Among various models, a dynamic model of innovation was developed based on a joint investment between industry and university. Hence, the concepts of systems thinking and system dynamics were used.

The results reveal three levels of industry and university communication from the lower levels to the higher levels.

The value of this paper lies in adding two axes of “type of relationship” and “form of relationship” to the axis of “strength of relationship”, and a static three-dimensional space as a spatial capacity of the relationship between the industry and the university has been organized. Further, this is the first study that investigates the dynamic relationship between industry and university based on the self-organization theory and system thinking.

Entrepreneurship by Indigenous people in Canada and Australia, while historically connected to the ancestral lands and traditional practices of Indigenous people, has been evolving and expanding in scope and nature. In this article, the authors aim to offer an integrative framework for capturing the contemporary dynamics and outcomes of entrepreneurship by Indigenous people as they pursue venture creation as part of their broader development aspirations.

Drawing on literature from place-based views of entrepreneurship and social identity theory, the authors develop a typology to account for four modes of entrepreneurship by Indigenous people along two contextual dimensions – Indigenous territory and Indigenous marker.

Indigenous practicing entrepreneurship may choose to conduct business within or outside of traditional lands and demonstrate more or less indigeneity in their business activities as they marshal resources and seek opportunities. The authors identify how these diverse Indigenous businesses contribute to the economic development among Indigenous communities as part of their ongoing struggle to rebuild their “nations” using business.

This article contributes by differentiating sociocultural vs economic resources in noneconomic contexts to develop a theoretical typology of Indigenous entrepreneurship. By detailing the relations between Indigenous territories and Indigenous lands and between Indigenous identity and Indigenous markers, the authors contribute to a more nuanced and practical conceptualization of Indigenous entrepreneurship.

In the seemingly perpetual battle among cities to secure economic growth, one strategy has gained increasing credence of late: luring the Creative Class. The argument, promulgated by Professor of Economic Development Richard Florida (2002a, pp. 4–5), suggests that human creativity is now the “decisive source of competitive advantage” and cities can thrive by tapping and harnessing such creativity. The primary ingredients in this sweeping recipe for urban success are a group of young, mobile, diverse, ‘creative’ professionals, who constitute a social class of their own, according to Florida's popular book, The Rise of the Creative Class (2002). This Creative Class – if cities can attract and retain it – operates as its own economic machine, producing jobs, enhancing productivity, and increasing the overall well being of the city, Florida argues. From an urban economic development perspective, the role of the city is to create the conditions in which this Creative Class and associated industries can flourish.