International business negotiations face differences between different cultures. Cultural dimensions can affect the negotiation processes that take place between representatives of different cultures in the negotiations. As a result of the cultural difference between the negotiating parties, there may be many misunderstandings. This paper discusses the impact of cultural dimensions on the conduct of international business negotiation processes. Twenty previous studies on international business negotiation and cultural differences were reviewed and analyzed. The Prisma flow diagram chart was used in this study in order to select articles that are relevant and useful for this study. The findings of this study show that preparation for negotiation is one of the most effective methods for the success of international business negotiations. We advise future researchers to focus on the positive aspect of the impact of cultural differences on international business
{"title":"The Impact of Cross-Culture Risk on International Business Negotiations","authors":"M. Al-Sharaa, S. Hishan","doi":"10.4018/ijitpm.311850","DOIUrl":"https://doi.org/10.4018/ijitpm.311850","url":null,"abstract":"International business negotiations face differences between different cultures. Cultural dimensions can affect the negotiation processes that take place between representatives of different cultures in the negotiations. As a result of the cultural difference between the negotiating parties, there may be many misunderstandings. This paper discusses the impact of cultural dimensions on the conduct of international business negotiation processes. Twenty previous studies on international business negotiation and cultural differences were reviewed and analyzed. The Prisma flow diagram chart was used in this study in order to select articles that are relevant and useful for this study. The findings of this study show that preparation for negotiation is one of the most effective methods for the success of international business negotiations. We advise future researchers to focus on the positive aspect of the impact of cultural differences on international business","PeriodicalId":375999,"journal":{"name":"Int. J. Inf. Technol. Proj. Manag.","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133027418","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
S. Sudomyr, Myron Mykolaiovych Zhybak, H. Khrystenko, Oksana Igorivna Zamora, Vitalina Babenko
In the process of the given research the concepts of “innovation” and “innovative susceptibility” have been improved; the main blocks of enterprises innovative susceptibility have been identified, for each of them a system of estimated figures and a methodology for calculating the integrated indicator of innovative susceptibility have been developed in the process of research. The practical value of this study lies in providing methodological recommendations on the economic assessment of their innovative susceptibility in order to identify reserves for increasing the ability of enterprises to attract, develop and introduce various innovations.
{"title":"Innovative Susceptibility of the Socio-Economic Systems","authors":"S. Sudomyr, Myron Mykolaiovych Zhybak, H. Khrystenko, Oksana Igorivna Zamora, Vitalina Babenko","doi":"10.4018/ijitpm.311844","DOIUrl":"https://doi.org/10.4018/ijitpm.311844","url":null,"abstract":"In the process of the given research the concepts of “innovation” and “innovative susceptibility” have been improved; the main blocks of enterprises innovative susceptibility have been identified, for each of them a system of estimated figures and a methodology for calculating the integrated indicator of innovative susceptibility have been developed in the process of research. The practical value of this study lies in providing methodological recommendations on the economic assessment of their innovative susceptibility in order to identify reserves for increasing the ability of enterprises to attract, develop and introduce various innovations.","PeriodicalId":375999,"journal":{"name":"Int. J. Inf. Technol. Proj. Manag.","volume":"22 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121560905","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Concerns about sustainability drive organizations to assume responsibility for societal impacts. Reducing negative impacts requires organizational change. Given the ability of information technology/systems to optimize business processes, it is an important contributor to more sustainable business practices. Projects play an instrumental role in the transition of organizations towards sustainability. Within projects, the project owner bears the responsibility of aligning the project with the strategies of the organization. However, in the assignment and governance of projects, project owners need to balance different interests and limitations. The study reported in this article focuses on the factors that stimulate project owners to address sustainability. Deploying Q-methodology, the study found 4 distinct stimulus patterns of project owners. The findings confirm that the behavior of managers is influenced by both rational and emotional factors. With these findings, organizations can fine-tune their organizational change efforts, in order to realize their sustainability strategies.
{"title":"Exploring Variety in Factors That Stimulate Project Owners to Address Sustainability","authors":"Marco Barneveld, Gilbert Silvius","doi":"10.4018/ijitpm.290421","DOIUrl":"https://doi.org/10.4018/ijitpm.290421","url":null,"abstract":"Concerns about sustainability drive organizations to assume responsibility for societal impacts. Reducing negative impacts requires organizational change. Given the ability of information technology/systems to optimize business processes, it is an important contributor to more sustainable business practices. Projects play an instrumental role in the transition of organizations towards sustainability. Within projects, the project owner bears the responsibility of aligning the project with the strategies of the organization. However, in the assignment and governance of projects, project owners need to balance different interests and limitations. The study reported in this article focuses on the factors that stimulate project owners to address sustainability. Deploying Q-methodology, the study found 4 distinct stimulus patterns of project owners. The findings confirm that the behavior of managers is influenced by both rational and emotional factors. With these findings, organizations can fine-tune their organizational change efforts, in order to realize their sustainability strategies.","PeriodicalId":375999,"journal":{"name":"Int. J. Inf. Technol. Proj. Manag.","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133873921","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Wendendate Bonkoungou, M. Raisinghani, E. Idemudia
Leadership is among the significant factors that affect project quality performance. There are different types of leadership styles . This paper examines the impact of different styles of leadership of project managers and how these styles affect project quality performance in the software industry. The author describes the topic background, the significance, and rationale of the study, the research objectives, the research questions and the statement of the problem. The literature review includes the appropriate scholarly citation that explains the existing relationship between the variables involved in the study. The research methodology which includes the sampling frame, sampling technique, representation of the target population, data collection instrument and data analysis and findings are also given. The paper is concluded by providing the most effective style of leadership for project managers and gives recommendations for further research. Our research has a lot of research and managerial implications
{"title":"A Study of the Impact of Different Styles of Leadership on Project Quality Performance: An Empirical Analysis","authors":"Wendendate Bonkoungou, M. Raisinghani, E. Idemudia","doi":"10.4018/ijitpm.290424","DOIUrl":"https://doi.org/10.4018/ijitpm.290424","url":null,"abstract":"Leadership is among the significant factors that affect project quality performance. There are different types of leadership styles . This paper examines the impact of different styles of leadership of project managers and how these styles affect project quality performance in the software industry. The author describes the topic background, the significance, and rationale of the study, the research objectives, the research questions and the statement of the problem. The literature review includes the appropriate scholarly citation that explains the existing relationship between the variables involved in the study. The research methodology which includes the sampling frame, sampling technique, representation of the target population, data collection instrument and data analysis and findings are also given. The paper is concluded by providing the most effective style of leadership for project managers and gives recommendations for further research. Our research has a lot of research and managerial implications","PeriodicalId":375999,"journal":{"name":"Int. J. Inf. Technol. Proj. Manag.","volume":"53 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115749215","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
A Project Management Office (PMO) is one entity that can be used to deliver products and services to internal and external customers by using projects and project management tools and techniques. This study aims to provide an account of how to use a project to make recommendations about how to implement a Project Management Office (PMO). A case study example is used to demonstrate how an IT international company used the OPM3 (Organizational Project Management Maturity Model) approach to: (a) acquire knowledge; (b) perform assessment; and (c) managing improvements. The authors include a discussion about specific PMO implementation steps as compared to the challenges from previous implementations and thoughts about how the PMO after implementation provides value to the organization as well as value to the project human resources. Finally, the authors conclude the paper with thoughts related to the contributions of this study and the associated limitations and applicability to other implementations.
{"title":"Project Management Office (PMO): Using Projects as Strategies for Managing Organizational and Human Resources","authors":"L. Carden, Carol Brace","doi":"10.4018/ijitpm.290419","DOIUrl":"https://doi.org/10.4018/ijitpm.290419","url":null,"abstract":"A Project Management Office (PMO) is one entity that can be used to deliver products and services to internal and external customers by using projects and project management tools and techniques. This study aims to provide an account of how to use a project to make recommendations about how to implement a Project Management Office (PMO). A case study example is used to demonstrate how an IT international company used the OPM3 (Organizational Project Management Maturity Model) approach to: (a) acquire knowledge; (b) perform assessment; and (c) managing improvements. The authors include a discussion about specific PMO implementation steps as compared to the challenges from previous implementations and thoughts about how the PMO after implementation provides value to the organization as well as value to the project human resources. Finally, the authors conclude the paper with thoughts related to the contributions of this study and the associated limitations and applicability to other implementations.","PeriodicalId":375999,"journal":{"name":"Int. J. Inf. Technol. Proj. Manag.","volume":"129 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121522162","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Big data projects can fail due to the lack of alignment between the big data project strategy and the overall business strategy. This research considers organizational culture as an enabler of a better alignment between the two. To test the research hypothesis, a questionnaire was collected from several dozen IT decision-makers in Saudi organizations who have implemented big data projects. Statistical analysis using PLS indicates that the alignment of big data projects and overall business strategy is highly influenced by the five dimensions of organizational culture identified by Smit et al. (2008), namely strategy, leadership, adaptability, coordination, and team relationships
{"title":"Achieving Strategic Alignment of Big Data Projects in Saudi Firms: The Role of Organizational Culture","authors":"Razan Abanumay, K. Mezghani","doi":"10.4018/ijitpm.290426","DOIUrl":"https://doi.org/10.4018/ijitpm.290426","url":null,"abstract":"Big data projects can fail due to the lack of alignment between the big data project strategy and the overall business strategy. This research considers organizational culture as an enabler of a better alignment between the two. To test the research hypothesis, a questionnaire was collected from several dozen IT decision-makers in Saudi organizations who have implemented big data projects. Statistical analysis using PLS indicates that the alignment of big data projects and overall business strategy is highly influenced by the five dimensions of organizational culture identified by Smit et al. (2008), namely strategy, leadership, adaptability, coordination, and team relationships","PeriodicalId":375999,"journal":{"name":"Int. J. Inf. Technol. Proj. Manag.","volume":"342 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134400712","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Offsite construction (OSC) and building information modeling (BIM) are two new and promising developments in the construction industry. However, few studies to date provide general empirical evidence for the role of BIM in OSC projects. Based on a comprehensive literature review, this research performs an investigation in the UK construction industry into OSC in the context of BIM with a large and representative sample of empirical data. The analysis of empirical data demonstrates that working with BIM makes OSC easier and more effective. With regards to the integration of OSC and BIM, there are no significant differences in attitudes between project parties. It is found in this research that BIM plays various important roles in OSC design, manufacturing, transportation and construction, which significantly contribute to OSC project success. This research presents a model to conceptualize BIM-driven OSC. It also identifies the need for further transforming from BIM-driven OSC to more advanced digital-driven OSC through the integration of OSC and multiple digital technologies.
{"title":"The Role of Building Information Modeling in Offsite Construction Projects","authors":"Xianhai Meng, Yongjuan Li, Junyu Meng","doi":"10.4018/ijitpm.290425","DOIUrl":"https://doi.org/10.4018/ijitpm.290425","url":null,"abstract":"Offsite construction (OSC) and building information modeling (BIM) are two new and promising developments in the construction industry. However, few studies to date provide general empirical evidence for the role of BIM in OSC projects. Based on a comprehensive literature review, this research performs an investigation in the UK construction industry into OSC in the context of BIM with a large and representative sample of empirical data. The analysis of empirical data demonstrates that working with BIM makes OSC easier and more effective. With regards to the integration of OSC and BIM, there are no significant differences in attitudes between project parties. It is found in this research that BIM plays various important roles in OSC design, manufacturing, transportation and construction, which significantly contribute to OSC project success. This research presents a model to conceptualize BIM-driven OSC. It also identifies the need for further transforming from BIM-driven OSC to more advanced digital-driven OSC through the integration of OSC and multiple digital technologies.","PeriodicalId":375999,"journal":{"name":"Int. J. Inf. Technol. Proj. Manag.","volume":"1 12","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"113955670","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Fabiano Lima, L. Pereira, José Santos, R. Costa, Á. Dias
The Olympic and Paralympic Games is a megaproject that involves huge investment and time effort from public and private entities to take place, which has been facing issues to find host candidate cities recently. This paper focus on the private side of the megaproject and discuss the Organizing Committee for Olympic Games (OCOG) project governance and structure taking advantage of Rio2016 case to detail project phases, reporting and governance structures. The paper presents the OCOG as a single purpose entity (SPE) and uses Rio2016 as a case study. A multi-method qualitative research was conducted to understand OCOG project environment and particularities. The role and participation of International Olympic Committee (IOC) in OCOG daily life could be improved to support the pressure for Games cost reduction, as well as, to increase the Games hosting attractiveness. This work contributes for the Olympic Games project environment understanding by future OCOGs
{"title":"Olympic and Paralympic Games Project Structure and Governance: The Case of Olympic and Paralympic Games","authors":"Fabiano Lima, L. Pereira, José Santos, R. Costa, Á. Dias","doi":"10.4018/ijitpm.290420","DOIUrl":"https://doi.org/10.4018/ijitpm.290420","url":null,"abstract":"The Olympic and Paralympic Games is a megaproject that involves huge investment and time effort from public and private entities to take place, which has been facing issues to find host candidate cities recently. This paper focus on the private side of the megaproject and discuss the Organizing Committee for Olympic Games (OCOG) project governance and structure taking advantage of Rio2016 case to detail project phases, reporting and governance structures. The paper presents the OCOG as a single purpose entity (SPE) and uses Rio2016 as a case study. A multi-method qualitative research was conducted to understand OCOG project environment and particularities. The role and participation of International Olympic Committee (IOC) in OCOG daily life could be improved to support the pressure for Games cost reduction, as well as, to increase the Games hosting attractiveness. This work contributes for the Olympic Games project environment understanding by future OCOGs","PeriodicalId":375999,"journal":{"name":"Int. J. Inf. Technol. Proj. Manag.","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122229834","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
There is a limited research on the mediating role of the switch leadership style between the working environment and project success. Therefore, this study aims to examine the mediating role of switch leadership between the dynamic working environment and project success. This study adopted an online survey instrument to collect cross-sectional data from 160 project managers and team members of telecommunications companies in Pakistan. The path mediation analysis revealed partial mediation of switch leadership between the dynamic working environment and project success, Finding suggests that the Pakistani telecommunications sector is susceptible to changes in leadership styles, and the chances of project being successful could be greatly improved if the switch style of leadership is adopted by project managers. Moreover, researchers need to continue identifying different leadership styles and practitioners need to adopt different switch leadership styles not only to increase the chances of project success but also to counter the impacts of complexities found in IT projects.
{"title":"Mediating Role of Switch Leadership Between Dynamic Work Environment and Project Success","authors":"R. Ahmed, Imran Khan, Simon P. Philbin","doi":"10.4018/ijitpm.290422","DOIUrl":"https://doi.org/10.4018/ijitpm.290422","url":null,"abstract":"There is a limited research on the mediating role of the switch leadership style between the working environment and project success. Therefore, this study aims to examine the mediating role of switch leadership between the dynamic working environment and project success. This study adopted an online survey instrument to collect cross-sectional data from 160 project managers and team members of telecommunications companies in Pakistan. The path mediation analysis revealed partial mediation of switch leadership between the dynamic working environment and project success, Finding suggests that the Pakistani telecommunications sector is susceptible to changes in leadership styles, and the chances of project being successful could be greatly improved if the switch style of leadership is adopted by project managers. Moreover, researchers need to continue identifying different leadership styles and practitioners need to adopt different switch leadership styles not only to increase the chances of project success but also to counter the impacts of complexities found in IT projects.","PeriodicalId":375999,"journal":{"name":"Int. J. Inf. Technol. Proj. Manag.","volume":"13 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125329101","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Many companies experience IT project failures in relatively new areas such as Big Data, Data Science, Enterprise Systems, Blockchain, Cloud Computing, IT security, and IoT. Because of inadequate research in identifying critical success factors for these projects, we conducted a Delphi study employing separate panels for each of two kinds of project implementations, those using a predictive lifecycle approach and those using an adaptive lifecycle approach. We found common critical success factors: user/client involvement, senior management support, effective monitoring and control, effective communication and feedback, good change and configuration management, having a competent project manager, proper project leadership, and excellent vendor performance. Both predictive and adaptive lifecycle IT projects had certain unique critical success factors. The findings provide guidance to IT Project Managers.
{"title":"Examining the Critical Success Factors in IT Projects: A Two-Panel Delphi Study","authors":"Abirami Radhakrishnan, J. Davis, D. David","doi":"10.4018/ijitpm.290423","DOIUrl":"https://doi.org/10.4018/ijitpm.290423","url":null,"abstract":"Many companies experience IT project failures in relatively new areas such as Big Data, Data Science, Enterprise Systems, Blockchain, Cloud Computing, IT security, and IoT. Because of inadequate research in identifying critical success factors for these projects, we conducted a Delphi study employing separate panels for each of two kinds of project implementations, those using a predictive lifecycle approach and those using an adaptive lifecycle approach. We found common critical success factors: user/client involvement, senior management support, effective monitoring and control, effective communication and feedback, good change and configuration management, having a competent project manager, proper project leadership, and excellent vendor performance. Both predictive and adaptive lifecycle IT projects had certain unique critical success factors. The findings provide guidance to IT Project Managers.","PeriodicalId":375999,"journal":{"name":"Int. J. Inf. Technol. Proj. Manag.","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123484567","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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