Nick Hadjinicolaou, Jantanee Dumrak, Sherif Mostafa
Organisational agility helps businesses to sustain their competitive advantage and contributes to business success. It accelerates shared knowledge and learning processes that meet the pace of rapid environmental change. Despite the awareness of agile application, perceived benefits about significant characteristics of organisational agility have not been fully investigated.
{"title":"Organisational agility and its perceived benefits from Australian perspectives","authors":"Nick Hadjinicolaou, Jantanee Dumrak, Sherif Mostafa","doi":"10.37938/PMRP.VOL6.6172","DOIUrl":"https://doi.org/10.37938/PMRP.VOL6.6172","url":null,"abstract":"Organisational agility helps businesses to sustain their competitive advantage and contributes to business success. It accelerates shared knowledge and learning processes that meet the pace of rapid environmental change. Despite the awareness of agile application, perceived benefits about significant characteristics of organisational agility have not been fully investigated.","PeriodicalId":43561,"journal":{"name":"Management Research and Practice","volume":null,"pages":null},"PeriodicalIF":0.7,"publicationDate":"2020-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46455808","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}
Sherif Mostafa, M. Sanchez, Jantanee Dumrak, Nick Hadjinicolaou
Lean and agile concepts have been the focus of researchers and practitioners since 1990. The lean concept started in the Japanese manufacturing sector to eliminate waste and enhance customer satisfaction. Whereas agile was introduced into the 20th-century manufacturing enterprise strategy report.The agile concept concentrates on quick response to variations in the market environment. The lean and agile concepts have emerged becoming managerial paradigms applicable to different industrial sectors and processes. However, the plethora of lean and agile implementations and settings makes the recent literature diverse and fragmented, and comprehensive analysis of the latest contributions on this space is deemed essential. Therefore, this research uses a systematic literature review of 160 related articles published in peer-reviewed academic journals between 2012 and 2018. The study applies descriptive and thematic analyses to the recent trends in this area and provides a framework that organises lean and agile researched issues into developed, intermediate and emerging based on their position in the researchlifecycle.
{"title":"Lean and agile project management concepts in the project management profession","authors":"Sherif Mostafa, M. Sanchez, Jantanee Dumrak, Nick Hadjinicolaou","doi":"10.37938/PMRP.VOL6.6186","DOIUrl":"https://doi.org/10.37938/PMRP.VOL6.6186","url":null,"abstract":"Lean and agile concepts have been the focus of researchers and practitioners since 1990. The lean concept started in the Japanese manufacturing sector to eliminate waste and enhance customer satisfaction. Whereas agile was introduced into the 20th-century manufacturing enterprise strategy report.The agile concept concentrates on quick response to variations in the market environment. The lean and agile concepts have emerged becoming managerial paradigms applicable to different industrial sectors and processes. However, the plethora of lean and agile implementations and settings makes the recent literature diverse and fragmented, and comprehensive analysis of the latest contributions on this space is deemed essential. Therefore, this research uses a systematic literature review of 160 related articles published in peer-reviewed academic journals between 2012 and 2018. The study applies descriptive and thematic analyses to the recent trends in this area and provides a framework that organises lean and agile researched issues into developed, intermediate and emerging based on their position in the researchlifecycle.","PeriodicalId":43561,"journal":{"name":"Management Research and Practice","volume":null,"pages":null},"PeriodicalIF":0.7,"publicationDate":"2020-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46605275","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}
Most projects include procurement processes which may consist of tendering, negotiation or a combination of the two. It has been found that if the procurement relationships in a project are healthy, then it has a significant influence on the success of the project. This may be because team performance in a project environment is influenced, amongst others, by the extent to which the contracting parties trust each other. However, most of these studies have been conducted in Europe, America, and Asia and in large international construction projects where tendering is the usual method of contract award. Few studies have investigated the role and types of trust during project initiation, specifically during project negotiation.
{"title":"The role of trust in project negotiation: A case study","authors":"Pedzisani Moyo, T. Bond-Barnard","doi":"10.37938/PMRP.VOL6.6122","DOIUrl":"https://doi.org/10.37938/PMRP.VOL6.6122","url":null,"abstract":"Most projects include procurement processes which may consist of tendering, negotiation or a combination of the two. It has been found that if the procurement relationships in a project are healthy, then it has a significant influence on the success of the project. This may be because team performance in a project environment is influenced, amongst others, by the extent to which the contracting parties trust each other. However, most of these studies have been conducted in Europe, America, and Asia and in large international construction projects where tendering is the usual method of contract award. Few studies have investigated the role and types of trust during project initiation, specifically during project negotiation.","PeriodicalId":43561,"journal":{"name":"Management Research and Practice","volume":null,"pages":null},"PeriodicalIF":0.7,"publicationDate":"2020-06-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42545105","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}
The 4th IPMA research conference was held on Project Management and Sustainability in Reykjavik, Iceland from September 14th - 16th 2016. In this article, we give a general outline of the structure of the conference, the main findings and what they mean for the project management community.
{"title":"Project Management and sustainability - review of the 4th IPMA Research Conference 2016","authors":"H. Ingason, Y. Schoper","doi":"10.5130/PMRP.V4I0.5467","DOIUrl":"https://doi.org/10.5130/PMRP.V4I0.5467","url":null,"abstract":"The 4th IPMA research conference was held on Project Management and Sustainability in Reykjavik, Iceland from September 14th - 16th 2016. In this article, we give a general outline of the structure of the conference, the main findings and what they mean for the project management community.","PeriodicalId":43561,"journal":{"name":"Management Research and Practice","volume":null,"pages":null},"PeriodicalIF":0.7,"publicationDate":"2017-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.5130/PMRP.V4I0.5467","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47531348","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}
Our research applies paradox theory to a project management construct to help project management researchers and practitioners understand the tensions that can exist between project success and client satisfaction. Our research highlights that although project success and client satisfaction are both present within a project management construct, they also belong to different functional systems. Project success and client satisfaction have different systemic-discourses and use different language games to convey information. These distinctions can create latent and sometimes salient tensions within the project management construct that project managers must understand, embrace, and work with. We have used a Grounded Theory (GT) methodology to explore the lived experience of project managers, and from this have identified a phenomenon which we have termed project management yinyang. Project management yinyang is the state that exists when both project success and Client satisfaction are tightly coupled within the project management construct. Project management yinyang highlights that these two phenomena cannot be viewed as separate elements because the ‘seed’ of each exists within the other. And to truly achieve one, you must also achieve the other. Our findings indicate that in order to create project management yinyang the project manager must embrace a paradoxical yet holistic philosophy. They must understand the complementarity, interdependency, and structural coupling that exists between the positivist and interpretivist paradigms within the project management construct. They must understand how satisfaction (Yin) and success (Yang) are created through focus. Furthermore, they must understand how project management yinyang is separate from, but borne from, the convergence of the other two elements.
{"title":"Project Management Yinyang: Coupling project success and client satisfaction","authors":"G. Usher, Steve Whitty","doi":"10.5130/PMRP.V4I0.5523","DOIUrl":"https://doi.org/10.5130/PMRP.V4I0.5523","url":null,"abstract":"Our research applies paradox theory to a project management construct to help project management researchers and practitioners understand the tensions that can exist between project success and client satisfaction. Our research highlights that although project success and client satisfaction are both present within a project management construct, they also belong to different functional systems. Project success and client satisfaction have different systemic-discourses and use different language games to convey information. These distinctions can create latent and sometimes salient tensions within the project management construct that project managers must understand, embrace, and work with. We have used a Grounded Theory (GT) methodology to explore the lived experience of project managers, and from this have identified a phenomenon which we have termed project management yinyang. Project management yinyang is the state that exists when both project success and Client satisfaction are tightly coupled within the project management construct. Project management yinyang highlights that these two phenomena cannot be viewed as separate elements because the ‘seed’ of each exists within the other. And to truly achieve one, you must also achieve the other. Our findings indicate that in order to create project management yinyang the project manager must embrace a paradoxical yet holistic philosophy. They must understand the complementarity, interdependency, and structural coupling that exists between the positivist and interpretivist paradigms within the project management construct. They must understand how satisfaction (Yin) and success (Yang) are created through focus. Furthermore, they must understand how project management yinyang is separate from, but borne from, the convergence of the other two elements.","PeriodicalId":43561,"journal":{"name":"Management Research and Practice","volume":null,"pages":null},"PeriodicalIF":0.7,"publicationDate":"2017-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.5130/PMRP.V4I0.5523","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49234494","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}
The International Project Management Association (IPMA) was established by academics, research has always been acknowledged by IPMA and the association has supported research in different ways. We see it as our duty to share knowledge in project management, cooperate and facilitate cooperation between project management researchers and motivate project management researchers…and, by investigating specific areas, and thereby influencing the discipline. To achieve this we collaborate with other organisations that share our interest and I am glad to declare that IPMA will be collaborating with the journal Project Management Research and Practice .
{"title":"Collaboration between IPMA and PMRP","authors":"H. Ingason","doi":"10.5130/PMRP.V4I0.5435","DOIUrl":"https://doi.org/10.5130/PMRP.V4I0.5435","url":null,"abstract":"The International Project Management Association (IPMA) was established by academics, research has always been acknowledged by IPMA and the association has supported research in different ways. We see it as our duty to share knowledge in project management, cooperate and facilitate cooperation between project management researchers and motivate project management researchers…and, by investigating specific areas, and thereby influencing the discipline. To achieve this we collaborate with other organisations that share our interest and I am glad to declare that IPMA will be collaborating with the journal Project Management Research and Practice .","PeriodicalId":43561,"journal":{"name":"Management Research and Practice","volume":null,"pages":null},"PeriodicalIF":0.7,"publicationDate":"2017-03-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.5130/PMRP.V4I0.5435","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43831065","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}
Sometimes it’s important to simply say the words … as it is in the beginning of wisdom that is the definition of terms . When historians look at the world of project management, what will they say that we have said about climate change? Certainly more general—but absolutely legitimate—terms such as ‘sustainability’ have been used, but in a basic term search in the 3 oldest project management journals, I was surprised to see only a few dozen uses of ‘climate change’ as a specific term. The conversation started a long time ago using those words, and PMRP would like to encourage more with this commentary on one of the central topics of this journal … climate change.
{"title":"We need to use the words...","authors":"Beverly Pasian","doi":"10.5130/PMRP.V4I0.5405","DOIUrl":"https://doi.org/10.5130/PMRP.V4I0.5405","url":null,"abstract":"Sometimes it’s important to simply say the words … as it is in the beginning of wisdom that is the definition of terms . When historians look at the world of project management, what will they say that we have said about climate change? Certainly more general—but absolutely legitimate—terms such as ‘sustainability’ have been used, but in a basic term search in the 3 oldest project management journals, I was surprised to see only a few dozen uses of ‘climate change’ as a specific term. The conversation started a long time ago using those words, and PMRP would like to encourage more with this commentary on one of the central topics of this journal … climate change.","PeriodicalId":43561,"journal":{"name":"Management Research and Practice","volume":null,"pages":null},"PeriodicalIF":0.7,"publicationDate":"2017-03-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.5130/PMRP.V4I0.5405","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46898227","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}
The perspective of the Chief Project Officer is a new and valuable role in the project management team. In this first of an ongoing series, Dr. Alicia Aitken will contribute to PMRP with this unique perspective and offer insights to both this emerging role and its impact on project success.
{"title":"Driving Project Delivery from the Top Down: Engaging Executive Leaders as Project Sponsors","authors":"Alicia Aitken","doi":"10.5130/PMRP.V4I0.5459","DOIUrl":"https://doi.org/10.5130/PMRP.V4I0.5459","url":null,"abstract":"The perspective of the Chief Project Officer is a new and valuable role in the project management team. In this first of an ongoing series, Dr. Alicia Aitken will contribute to PMRP with this unique perspective and offer insights to both this emerging role and its impact on project success.","PeriodicalId":43561,"journal":{"name":"Management Research and Practice","volume":null,"pages":null},"PeriodicalIF":0.7,"publicationDate":"2017-03-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.5130/PMRP.V4I0.5459","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48612642","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}
Addressing the undeniable challenge of climate change within the pages of PMRP is a priority and, starting with the 2017 volume, will become an ongoing focus for submissions. In support of this, the views of Dr. Joel Carboni were recently captured on a variety of topics relevant to both project management researchers and practitioners.
{"title":"Thoughts on project management and climate change","authors":"J. Carboni","doi":"10.5130/pmrp.v4i0.5462","DOIUrl":"https://doi.org/10.5130/pmrp.v4i0.5462","url":null,"abstract":"Addressing the undeniable challenge of climate change within the pages of PMRP is a priority and, starting with the 2017 volume, will become an ongoing focus for submissions. In support of this, the views of Dr. Joel Carboni were recently captured on a variety of topics relevant to both project management researchers and practitioners.","PeriodicalId":43561,"journal":{"name":"Management Research and Practice","volume":null,"pages":null},"PeriodicalIF":0.7,"publicationDate":"2017-03-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.5130/pmrp.v4i0.5462","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49308189","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}
As they strive towards greater professionalism in carrying out their activities, non-profit organizations (NPOs) have begun paying attention to project management. The non-profit sector (NPS) has also begun to adopt strategic planning techniques, thus making the acceptance of project portfolio management (PPM) methodology a natural consequence. This article aims to propose a project portfolio management model adapted to the context of NPOs.
{"title":"A Project Portfolio Management model adapted to non-profit organizations","authors":"F. M. Lacerda, C. D. P. Martens, Henrique Freitas","doi":"10.5130/PMRP.V3I0.5120","DOIUrl":"https://doi.org/10.5130/PMRP.V3I0.5120","url":null,"abstract":"As they strive towards greater professionalism in carrying out their activities, non-profit organizations (NPOs) have begun paying attention to project management. The non-profit sector (NPS) has also begun to adopt strategic planning techniques, thus making the acceptance of project portfolio management (PPM) methodology a natural consequence. This article aims to propose a project portfolio management model adapted to the context of NPOs.","PeriodicalId":43561,"journal":{"name":"Management Research and Practice","volume":null,"pages":null},"PeriodicalIF":0.7,"publicationDate":"2016-11-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.5130/PMRP.V3I0.5120","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70742290","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}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：