Pub Date : 2021-02-08DOI: 10.1080/10429247.2020.1858642
James W. Marion, Tracey M. Richardson, V. Anantatmula
Abstract From aircraft manufacturing, product customization, aircraft maintenance, and aircraft launch and recovery, project management is threaded through all aspects of aviation. Given the supreme importance of quality to every aircraft manufacturer, airline, and passenger, it would be expected that quality management, within the context of project management, would be a construct that is clearly defined. The aim of this mixed-methods research seeks to understand how quality is managed and assured in aviation projects, whether the current quality management framework is applicable to the aviation industry, and how quality should ultimately be managed in aviation projects. The results suggest that aviation project management could benefit by adopting a new lens for managing project quality and avoiding a surface-level adoption of quality tools designed primarily for the mass production context.
{"title":"Managing Quality in Aviation Projects","authors":"James W. Marion, Tracey M. Richardson, V. Anantatmula","doi":"10.1080/10429247.2020.1858642","DOIUrl":"https://doi.org/10.1080/10429247.2020.1858642","url":null,"abstract":"Abstract From aircraft manufacturing, product customization, aircraft maintenance, and aircraft launch and recovery, project management is threaded through all aspects of aviation. Given the supreme importance of quality to every aircraft manufacturer, airline, and passenger, it would be expected that quality management, within the context of project management, would be a construct that is clearly defined. The aim of this mixed-methods research seeks to understand how quality is managed and assured in aviation projects, whether the current quality management framework is applicable to the aviation industry, and how quality should ultimately be managed in aviation projects. The results suggest that aviation project management could benefit by adopting a new lens for managing project quality and avoiding a surface-level adoption of quality tools designed primarily for the mass production context.","PeriodicalId":54353,"journal":{"name":"Engineering Management Journal","volume":"34 1","pages":"144 - 156"},"PeriodicalIF":2.5,"publicationDate":"2021-02-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/10429247.2020.1858642","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41371889","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-02-01DOI: 10.1080/10429247.2020.1865002
Rui Xue, C. Baron, R. Vingerhoeds, P. Esteban
Abstract In order to lead successful projects, coordinating the different business units of a company is compulsory. This paper proposes a framework to make companies’ practices evolve toward a better alignment of the business units based on their processes, and illustrates it with project management and systems engineering processes. Indeed, all the different organization units intend to serve the common global objective to satisfy the customer needs, and need to closely collaborate during projects. However, work organization in companies often leads to barriers between these stakeholders, with the result of an incoherent decision-making that may compromise project execution. Therefore, the issue of processes alignment from different domains lies at the very heart of ongoing research topics and ranks first among economic and industrial concerns. This paper uses a qualitative approach to show how different business units’ processes can be integrated and illustrate this framework by aligning the systems engineering and project management processes within a certain engineering project context. By using the proposed framework, different teams (or even different companies, in a context of distributed enterprise) can align their practices, while also making them evolve toward a better compliance with standards.
{"title":"Enhancing Engineering Project Management Through Process Alignment","authors":"Rui Xue, C. Baron, R. Vingerhoeds, P. Esteban","doi":"10.1080/10429247.2020.1865002","DOIUrl":"https://doi.org/10.1080/10429247.2020.1865002","url":null,"abstract":"Abstract In order to lead successful projects, coordinating the different business units of a company is compulsory. This paper proposes a framework to make companies’ practices evolve toward a better alignment of the business units based on their processes, and illustrates it with project management and systems engineering processes. Indeed, all the different organization units intend to serve the common global objective to satisfy the customer needs, and need to closely collaborate during projects. However, work organization in companies often leads to barriers between these stakeholders, with the result of an incoherent decision-making that may compromise project execution. Therefore, the issue of processes alignment from different domains lies at the very heart of ongoing research topics and ranks first among economic and industrial concerns. This paper uses a qualitative approach to show how different business units’ processes can be integrated and illustrate this framework by aligning the systems engineering and project management processes within a certain engineering project context. By using the proposed framework, different teams (or even different companies, in a context of distributed enterprise) can align their practices, while also making them evolve toward a better compliance with standards.","PeriodicalId":54353,"journal":{"name":"Engineering Management Journal","volume":"34 1","pages":"230 - 248"},"PeriodicalIF":2.5,"publicationDate":"2021-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/10429247.2020.1865002","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48845792","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-02-01DOI: 10.1080/10429247.2020.1840877
L. Quezada, Daniel Aguilera, P. Palominos, A. Oddershede
Abstract This paper presents a method that supports a process for the generation of performance indicators for manufacturing areas within companies. The existing literature in the area of performance management presents frameworks to guide the selection of performance indicators. Particularly, the literature shows the use of multicriteria decision making methods (MCDM) for selecting indicators from a set of predefined ones. This paper goes beyond by developing a method to support the generation of the performance indicators for the manufacturing area. This process is supported by the Analytic Network Process (ANP). The network model, which is based on a Balanced Scorecard (BSC) framework, includes nodes that are grouped into five clusters: long-term objectives, strategic business units, critical success factors, manufacturing decision areas, and human resource management. The proposed method consists of the following major steps: assigning weights to the manufacturing decision areas, diagnosing these areas, and generating performance indices ranked from high to low. The proposed method allows managers to define performance indicators for the manufacturing area that are aligned with the company’s long-term strategic objectives. This is done by the use of an ANP model that captures the complex relationships that exist between the various strategic objectives of the strategy map of a company. As an illustration, an application in a company that produces pork-based food is described. The managers found that the proposed method was easy to understand and easy to follow, and that it was useful for defining performance measures.
{"title":"An ANP Model to Generate Performance Indicators for Manufacturing Firms Under a Balanced Scorecard Approach","authors":"L. Quezada, Daniel Aguilera, P. Palominos, A. Oddershede","doi":"10.1080/10429247.2020.1840877","DOIUrl":"https://doi.org/10.1080/10429247.2020.1840877","url":null,"abstract":"Abstract This paper presents a method that supports a process for the generation of performance indicators for manufacturing areas within companies. The existing literature in the area of performance management presents frameworks to guide the selection of performance indicators. Particularly, the literature shows the use of multicriteria decision making methods (MCDM) for selecting indicators from a set of predefined ones. This paper goes beyond by developing a method to support the generation of the performance indicators for the manufacturing area. This process is supported by the Analytic Network Process (ANP). The network model, which is based on a Balanced Scorecard (BSC) framework, includes nodes that are grouped into five clusters: long-term objectives, strategic business units, critical success factors, manufacturing decision areas, and human resource management. The proposed method consists of the following major steps: assigning weights to the manufacturing decision areas, diagnosing these areas, and generating performance indices ranked from high to low. The proposed method allows managers to define performance indicators for the manufacturing area that are aligned with the company’s long-term strategic objectives. This is done by the use of an ANP model that captures the complex relationships that exist between the various strategic objectives of the strategy map of a company. As an illustration, an application in a company that produces pork-based food is described. The managers found that the proposed method was easy to understand and easy to follow, and that it was useful for defining performance measures.","PeriodicalId":54353,"journal":{"name":"Engineering Management Journal","volume":"34 1","pages":"70 - 84"},"PeriodicalIF":2.5,"publicationDate":"2021-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/10429247.2020.1840877","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48861623","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-01-27DOI: 10.1080/10429247.2020.1861855
Hui Feng, Jingchun Feng, Yanyan Yang
Abstract Non-commercial resources provided by employers (NCRPE) are the imperative factors affecting the progress of engineering projects. However, the NCRPE with limited supply ability is rarely considered in the schedule optimization models in previous studies. The NCRPE schedule requirement may exceed its limitation, resulting in failing to optimize the schedule. Therefore, a new schedule optimization model is built from the perspective of NCRPE. First, the features of NCRPE and corresponding optimization theory are analyzed. Then, two optimization models are proposed in multi-contract environment before and during the construction of a project, aiming to minimize the unbalance coefficient, variance of NCRPE, and the requirement strength of NCRPE, respectively. Finally, a case study about the South-North Water Transfer Project Program X is conducted. The results show that the proposed model could effectively solve the NCRPE schedule optimization problem. A reasonable and practical program planning and adjustment within different stakeholders can be obtained. The NCRPE schedule optimization can minimize the peak demand amount of the program resources and achieve a relatively balanced total resource demand before the program implementation. Besides, it ensures that the original production system capacity can satisfy the actual demand in the program implementation. The research results can provide a basis for the bidding of each contracted project in the program and the resources optimization of each contracted project in the program implementation process.
{"title":"Optimization Model of Schedule-Non-Commercial Resources Provided by Employers of Large Project Programs","authors":"Hui Feng, Jingchun Feng, Yanyan Yang","doi":"10.1080/10429247.2020.1861855","DOIUrl":"https://doi.org/10.1080/10429247.2020.1861855","url":null,"abstract":"Abstract Non-commercial resources provided by employers (NCRPE) are the imperative factors affecting the progress of engineering projects. However, the NCRPE with limited supply ability is rarely considered in the schedule optimization models in previous studies. The NCRPE schedule requirement may exceed its limitation, resulting in failing to optimize the schedule. Therefore, a new schedule optimization model is built from the perspective of NCRPE. First, the features of NCRPE and corresponding optimization theory are analyzed. Then, two optimization models are proposed in multi-contract environment before and during the construction of a project, aiming to minimize the unbalance coefficient, variance of NCRPE, and the requirement strength of NCRPE, respectively. Finally, a case study about the South-North Water Transfer Project Program X is conducted. The results show that the proposed model could effectively solve the NCRPE schedule optimization problem. A reasonable and practical program planning and adjustment within different stakeholders can be obtained. The NCRPE schedule optimization can minimize the peak demand amount of the program resources and achieve a relatively balanced total resource demand before the program implementation. Besides, it ensures that the original production system capacity can satisfy the actual demand in the program implementation. The research results can provide a basis for the bidding of each contracted project in the program and the resources optimization of each contracted project in the program implementation process.","PeriodicalId":54353,"journal":{"name":"Engineering Management Journal","volume":"34 1","pages":"217 - 229"},"PeriodicalIF":2.5,"publicationDate":"2021-01-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/10429247.2020.1861855","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44464038","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-01-26DOI: 10.1080/10429247.2020.1840876
Daniela Emiliano de Souza, C. Favoretto, M. M. Carvalho
Abstract This study investigates the relationship between knowledge management and project success. The applied research method was a systematic literature review, using bibliometric, network, and content analysis techniques. As a result, a framework is proposed, relating knowledge management and project success. The relationship between both tacit knowledge and explicit knowledge with success dimensions is explored in the literature. Explicit knowledge is more related to project management efficiency and impact on teams, while tacit knowledge has also been related to present impact on business in the surveyed literature. The main tools and techniques regarding knowledge management in project contexts were also identified.
{"title":"Knowledge Management, Absorptive and Dynamic Capacities and Project Success: A Review and Framework","authors":"Daniela Emiliano de Souza, C. Favoretto, M. M. Carvalho","doi":"10.1080/10429247.2020.1840876","DOIUrl":"https://doi.org/10.1080/10429247.2020.1840876","url":null,"abstract":"Abstract This study investigates the relationship between knowledge management and project success. The applied research method was a systematic literature review, using bibliometric, network, and content analysis techniques. As a result, a framework is proposed, relating knowledge management and project success. The relationship between both tacit knowledge and explicit knowledge with success dimensions is explored in the literature. Explicit knowledge is more related to project management efficiency and impact on teams, while tacit knowledge has also been related to present impact on business in the surveyed literature. The main tools and techniques regarding knowledge management in project contexts were also identified.","PeriodicalId":54353,"journal":{"name":"Engineering Management Journal","volume":"34 1","pages":"50 - 69"},"PeriodicalIF":2.5,"publicationDate":"2021-01-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/10429247.2020.1840876","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42713742","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-01-20DOI: 10.1080/10429247.2020.1860415
Gulsah Hancerliogullari Koksalmis, Seçkin Damar
Abstract SAP is the world leader in the enterprise resource planning (ERP) market with 25% market share. The objective of this study is to analyze and integrate several dynamics that have an impact on the adoption of SAP ERP system depending upon the modified technology acceptance model (TAM). Drawing from the TAM, four variables – actual usage, behavioral intention to use, perceived ease of use and perceived usefulness – are synthesized and integrated with panoptic empowerment, consultant support, learner-learner interaction, learner-teacher interaction, mastery goal orientation, personal innovativeness, satisfaction, top management support, trialability, and user guidance to develop a research model. Our sample is gathered through the end users that have experience on the SAP ERP system in an emerging country, Turkey. The structural equation modeling approach is able to be applied since our sample size (N = 584) is large enough. The SmartPLS is used to conduct the analyses which indicate that out of 23 hypotheses, 20 of them are supported. Moreover, this paper conducts a mediation effect analyses. The implications of the results are reviewed, and the recommendations are provided for further studies. This article links the theory and practice in SAP ERP systems by proposing a model, which offers novel perceptions for engineering managers who are in search of adopting the SAP ERP system.
{"title":"An Empirical Evaluation of a Modified Technology Acceptance Model for SAP ERP System","authors":"Gulsah Hancerliogullari Koksalmis, Seçkin Damar","doi":"10.1080/10429247.2020.1860415","DOIUrl":"https://doi.org/10.1080/10429247.2020.1860415","url":null,"abstract":"Abstract SAP is the world leader in the enterprise resource planning (ERP) market with 25% market share. The objective of this study is to analyze and integrate several dynamics that have an impact on the adoption of SAP ERP system depending upon the modified technology acceptance model (TAM). Drawing from the TAM, four variables – actual usage, behavioral intention to use, perceived ease of use and perceived usefulness – are synthesized and integrated with panoptic empowerment, consultant support, learner-learner interaction, learner-teacher interaction, mastery goal orientation, personal innovativeness, satisfaction, top management support, trialability, and user guidance to develop a research model. Our sample is gathered through the end users that have experience on the SAP ERP system in an emerging country, Turkey. The structural equation modeling approach is able to be applied since our sample size (N = 584) is large enough. The SmartPLS is used to conduct the analyses which indicate that out of 23 hypotheses, 20 of them are supported. Moreover, this paper conducts a mediation effect analyses. The implications of the results are reviewed, and the recommendations are provided for further studies. This article links the theory and practice in SAP ERP systems by proposing a model, which offers novel perceptions for engineering managers who are in search of adopting the SAP ERP system.","PeriodicalId":54353,"journal":{"name":"Engineering Management Journal","volume":"34 1","pages":"201 - 216"},"PeriodicalIF":2.5,"publicationDate":"2021-01-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/10429247.2020.1860415","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48458071","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-01-04DOI: 10.1080/10429247.2020.1852806
Meryem Uluskan
Abstract Six Sigma is a powerful methodology that reduces variation, minimizes costs increase product and process quality in an organization, and ultimately maximizes customer satisfaction. This study examines the pros and cons of Six Sigma by exploring organizations’ perceptions of their implementations. In order to achieve this, survey data were gathered from 66 companies from different industries. The impact of Six Sigma on various performance dimensions is explored for different stages of Six Sigma implementation within organizations. Frequently used Six Sigma project types and the issues related to Six Sigma applications are determined from the perspective of its practitioners. Finally, for companies that do not-implement Six Sigma, reasons for not implementing this initiative are analyzed from multiple perspectives, i.e., cost of Six Sigma implementation, Six Sigma awareness, risks, the necessity of Six Sigma, the sufficiency of the company, and Six Sigma’s suitability for the company. Kolmogorov–Smirnov tests are conducted to determine the differences that exist between different stages of Six Sigma experience in terms of performance scores. The main reasons for not implementing Six Sigma are verified through exploratory factor analysis, as a unique approach in the literature. The results of this study can assist managers to prepare action plans toward Six Sigma success and can encourage managers, who currently do not implement Six Sigma, to initiate the methodology within their organizations.
{"title":"Enhancing Six Sigma Understanding: Insights into Various Dimensions and Aspects of Six Sigma","authors":"Meryem Uluskan","doi":"10.1080/10429247.2020.1852806","DOIUrl":"https://doi.org/10.1080/10429247.2020.1852806","url":null,"abstract":"Abstract Six Sigma is a powerful methodology that reduces variation, minimizes costs increase product and process quality in an organization, and ultimately maximizes customer satisfaction. This study examines the pros and cons of Six Sigma by exploring organizations’ perceptions of their implementations. In order to achieve this, survey data were gathered from 66 companies from different industries. The impact of Six Sigma on various performance dimensions is explored for different stages of Six Sigma implementation within organizations. Frequently used Six Sigma project types and the issues related to Six Sigma applications are determined from the perspective of its practitioners. Finally, for companies that do not-implement Six Sigma, reasons for not implementing this initiative are analyzed from multiple perspectives, i.e., cost of Six Sigma implementation, Six Sigma awareness, risks, the necessity of Six Sigma, the sufficiency of the company, and Six Sigma’s suitability for the company. Kolmogorov–Smirnov tests are conducted to determine the differences that exist between different stages of Six Sigma experience in terms of performance scores. The main reasons for not implementing Six Sigma are verified through exploratory factor analysis, as a unique approach in the literature. The results of this study can assist managers to prepare action plans toward Six Sigma success and can encourage managers, who currently do not implement Six Sigma, to initiate the methodology within their organizations.","PeriodicalId":54353,"journal":{"name":"Engineering Management Journal","volume":"34 1","pages":"99 - 128"},"PeriodicalIF":2.5,"publicationDate":"2021-01-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/10429247.2020.1852806","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45324953","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-01-04DOI: 10.1080/10429247.2020.1847561
Farjana Nur, R. Burch V., M. Marufuzzaman, Brian K. Smith
Abstract Organizations deploying ruggedized handhelds experience complex device selection processes. The engineering manager-led decision-making process combines device-to-task fit and field service life. This selection process includes request for proposal processes, vendor negotiations, and device selection. The lengthy depreciation lifecycle often ensures a different practitioner team is organized to choose each new device iteration. A stochastic Analytical Hierarchy Process (AHP) is introduced for device selection. A criterions-derived list from real-world data contrasting ruggedized solutions is proposed illustrating the stochastic AHP process. Results indicate the most preferred device. Scenario-specific selection cases based on work culture, environment, and function are represented through sensitivity analyses.
{"title":"Handheld Technology Selection, Evaluation, and Risk Mitigation Using Stochastic Analytical Hierarchical Process: A Standardization of the Request for Proposal Process","authors":"Farjana Nur, R. Burch V., M. Marufuzzaman, Brian K. Smith","doi":"10.1080/10429247.2020.1847561","DOIUrl":"https://doi.org/10.1080/10429247.2020.1847561","url":null,"abstract":"Abstract Organizations deploying ruggedized handhelds experience complex device selection processes. The engineering manager-led decision-making process combines device-to-task fit and field service life. This selection process includes request for proposal processes, vendor negotiations, and device selection. The lengthy depreciation lifecycle often ensures a different practitioner team is organized to choose each new device iteration. A stochastic Analytical Hierarchy Process (AHP) is introduced for device selection. A criterions-derived list from real-world data contrasting ruggedized solutions is proposed illustrating the stochastic AHP process. Results indicate the most preferred device. Scenario-specific selection cases based on work culture, environment, and function are represented through sensitivity analyses.","PeriodicalId":54353,"journal":{"name":"Engineering Management Journal","volume":"34 1","pages":"85 - 98"},"PeriodicalIF":2.5,"publicationDate":"2021-01-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/10429247.2020.1847561","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47970714","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-11-20DOI: 10.1080/10429247.2020.1834310
B. Hartono, Yulisyah Putri Daulay, H. Arini
Abstract Project-based organizations (PBOs) in the information and communication technology (ICT) industry have experienced increasing competition. Engineering projects are conducted by firms to deliver customized products and services to clients. Effective knowledge management (KM) in the engineering project context is important for the sustainable growth of companies. At a practical level, engineering managers recognize two types of KM strategy, namely, personalization (person-to-person) and codification (person-to-system). A continuous debate, however, exists between dominant and balanced approaches of this strategy. This exploratory study extends the existing literature by incorporating multiple predictors of KM strategy (i.e., “personalization” and “codification”), two attributes of project complexity (“uncertainty in goals” and “structural complexity”), and an environmental context of “business strategy.” For the conceptual part, a mix–contingent configurational perspective was applied to represent the causal complexity among multiple predictors and its associated outcome. An empirical study was performed by inviting PBO/ICT companies in Indonesia. Out of the total 440 firms, 87 provided useful cases, accounting for a 20% response rate. Crisp-set qualitative comparative analysis was conducted to identify multiple case configurations. This study offers new, more comprehensive insights for engineering managers of successful and less successful ICT firms when implementing knowledge strategy in a highly nuanced manner. This study also identifies multiple successful configurations of knowledge strategy, project complexity, and business strategy.
{"title":"Exploring Configurations of Knowledge Management Strategy in Information and Communication Technology Firms: A Qualitative Comparative Approach","authors":"B. Hartono, Yulisyah Putri Daulay, H. Arini","doi":"10.1080/10429247.2020.1834310","DOIUrl":"https://doi.org/10.1080/10429247.2020.1834310","url":null,"abstract":"Abstract Project-based organizations (PBOs) in the information and communication technology (ICT) industry have experienced increasing competition. Engineering projects are conducted by firms to deliver customized products and services to clients. Effective knowledge management (KM) in the engineering project context is important for the sustainable growth of companies. At a practical level, engineering managers recognize two types of KM strategy, namely, personalization (person-to-person) and codification (person-to-system). A continuous debate, however, exists between dominant and balanced approaches of this strategy. This exploratory study extends the existing literature by incorporating multiple predictors of KM strategy (i.e., “personalization” and “codification”), two attributes of project complexity (“uncertainty in goals” and “structural complexity”), and an environmental context of “business strategy.” For the conceptual part, a mix–contingent configurational perspective was applied to represent the causal complexity among multiple predictors and its associated outcome. An empirical study was performed by inviting PBO/ICT companies in Indonesia. Out of the total 440 firms, 87 provided useful cases, accounting for a 20% response rate. Crisp-set qualitative comparative analysis was conducted to identify multiple case configurations. This study offers new, more comprehensive insights for engineering managers of successful and less successful ICT firms when implementing knowledge strategy in a highly nuanced manner. This study also identifies multiple successful configurations of knowledge strategy, project complexity, and business strategy.","PeriodicalId":54353,"journal":{"name":"Engineering Management Journal","volume":"34 1","pages":"2 - 23"},"PeriodicalIF":2.5,"publicationDate":"2020-11-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/10429247.2020.1834310","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46916845","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-11-06DOI: 10.1080/10429247.2020.1839844
F. Zhao, Xu Kuang, Han Hao, Zongwei Liu
Abstract Emerging technologies (ETs) have become one of the most important battlegrounds of global competition. The complex features of ETs challenge engineering managers to formulate corporate technology strategies, which need to encompass systematic theories and methods. This article clarifies that the core content of ET strategies is technology selection, and analyzes its characteristics based on a literature review. The key factors of policy, technology, and market are investigated to identify their effects on ET selection. Furthermore, we propose a preliminary PTM framework for ET selection through a detailed case study in intelligent vehicles supported by expert interviews and archival research. This study provides strategic suggestions for the managers of different enterprises to select appropriate technology solutions, and contributes to further research on corporate ET strategies.
{"title":"Selection of Emerging Technologies: A Case Study in Technology Strategies of Intelligent Vehicles","authors":"F. Zhao, Xu Kuang, Han Hao, Zongwei Liu","doi":"10.1080/10429247.2020.1839844","DOIUrl":"https://doi.org/10.1080/10429247.2020.1839844","url":null,"abstract":"Abstract Emerging technologies (ETs) have become one of the most important battlegrounds of global competition. The complex features of ETs challenge engineering managers to formulate corporate technology strategies, which need to encompass systematic theories and methods. This article clarifies that the core content of ET strategies is technology selection, and analyzes its characteristics based on a literature review. The key factors of policy, technology, and market are investigated to identify their effects on ET selection. Furthermore, we propose a preliminary PTM framework for ET selection through a detailed case study in intelligent vehicles supported by expert interviews and archival research. This study provides strategic suggestions for the managers of different enterprises to select appropriate technology solutions, and contributes to further research on corporate ET strategies.","PeriodicalId":54353,"journal":{"name":"Engineering Management Journal","volume":"34 1","pages":"37 - 49"},"PeriodicalIF":2.5,"publicationDate":"2020-11-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/10429247.2020.1839844","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47732961","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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