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1.
Peerasit Patanakul Dragan Milosevic 《The Journal of High Technology Management Research》2008,18(2):118-131
To be effective in leading multiple simultaneous projects in high-velocity industries, this study proposes a list of competencies that multiple-project managers should possess organized as a competency model for effectiveness in managing multiple projects. Among other competencies, the competencies that are unique to multiple-project managers are organizational experience, interdependency management, multitasking, simultaneous team management, and management of interproject process. This finding helps raise awareness in the project management community regarding the differences between the competencies of single-project managers and those of multiple-project managers. Besides the list of competencies, this study extends its contribution by presenting propositions for future research. 相似文献
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《International Journal of Information Management》2014,34(6):770-779
Project-based organizations (PBO) are nowadays widespread in almost all the activity sectors. This type of organizations poses complex problems for information and knowledge management due to the fragmentation and lack of uniformity of organizational structures, processes, practices, and technologies. The ineffectiveness of knowledge sharing over time, between project teams, is perhaps the most prominent issue that PBO must deal with. This strongly affects organizational learning, which seems to under-deliver value to PBO. Therefore, relevant knowledge is trapped in an “informational limbo” out of reach, not being capitalized for the organization. This is particularly true in research and development (R&D) institutions, where knowledge sharing can be hindered by conceptual misunderstandings resulting from different disciplines, cultures and ways of working of project participants. This paper addresses such issues by analyzing, in a comprehensive way, how information and knowledge management can better suit project team's needs and at the same time improve organizational learning. An ethnographic study, based on immersed participant observation, is performed at a Portuguese R&D Institute, in order to understand the link between the way information is managed in a project and how people interact and learn by sharing knowledge between projects. Results provide a set of enterprise information management (EIM) recommendations. Findings also suggest that a PBO-wide EIM strategy, balancing knowledge codification and personalization mechanisms, is a feasible solution to overcome the problems of knowledge sharing in PBO. 相似文献
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The term technochange refers to technology-driven organizational changes and covers the broad spectrum of aspects that are related to and have an impact on changes within organizations. Technochange processes are usually managed by change managers, who are responsible for successfully accomplishing the IT-related tasks in their projects, as well as every other structural and organizational dimension related to the implementation of technochanges. This paper discusses what competencies managers should have to carry out these processes effectively. On the basis of the existing literature, interviews with experts and case study research, we identify and test a set of IT- and non-IT-related competencies that are essential for managing technochange processes within and among organizations. Further, this paper presents a model for assessing and allocating project managers to IT technochange projects that match their competencies and skills. This model could also serve as a tool for developing technochange management competencies via targeted training programmes. A case study demonstrates how the assessment model can be used in practice. Finally, we make some suggestions for future research in the fields of change management and IT. 相似文献
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针对学界关于青年科学家项目如何科学合理设置和有效管理的研究不足现状，鉴于我国首批启动的试点专项“十三五”国家重点研发计划“大气污染成因与控制技术研究”重点专项（以下简称“大气专项”）部署的一批青年项目的执行期已全部结束，并已完成了项目综合绩效评价，故以大气专项青年项目为研究对象，结合问卷调查，对青年项目的设置、管理和服务需求、组织管理经验及成效进行系统分析，并对其今后的进一步优化发展作出反思。结果显示：大气专项青年项目不拘一格选贤举能，突出原创性，加大经费支持强度、搭建平台优化服务，产出了一批科研成果，制定差异化分类管理举措，人才培养成效显著。在此基础上，提出依据专项特点设计指南和青年项目、鼓励青年学者独立承担项目、创新科技管理服务、制定差异化的项目管理措施等建议，以期为未来科技计划中青年项目的部署设计与管理提供参考。 相似文献
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《International Journal of Information Management》2017,37(6):735-740
Effective knowledge management practices in organizations are focused on knowledge creation and knowledge transfer activities. Thus, intelligence and competencies matters at the organizational workplace. For most knowledge intensive organizations is fundamental the continuous availability and development of domain expertise. This paper describes an ongoing research project to develop an organizational knowledge architecture that is being specified and developed to support collaboration tasks as well as design and model predictive data analysis and insights for organizational development. The primary goal of this research is to create a suitable architecture for use, initially, in intranet (corporate portal) collaborative procedures, but also scalable for later use in more generic forms of ontology-driven knowledge management systems. The designed architecture and functionalities aim to create coherent web data layers for intranet learning and predictive analysis, defining the vocabulary and semantics for knowledge sharing and reuse projects. Regarding intellectual capital definition, this research argues that effective knowledge management are based on the dynamic nature of the organizational knowledge, and predictive data analysis and insights identification can transform and add value to an organization. This paper presents a knowledge management and engineering perspective (ontology based) for the application of predictive analysis and insights at the organizational (corporate) workplace towards the development of the organizational learning network. 相似文献
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This is a historical study of organizational change projects based on documents as the primary data source. It covers a period of 15 years (1985–2000) at an offshore construction yard. The study shows that change agents created links between new and former projects when they prepared, introduced, and motivated employees for ‘yet another’ change project, a process coined as ‘institutional bridging.’ The bridges served both as legitimation of the new project and as a means to carry forward practices, values, and knowledge. For practicing managers and change agents, this finding implies that disruptive change may be avoided if one succeeds in building bridges between sequential change projects. Then planned change may serve both as carriers and as creators of organizational knowledge. Theoretically, the study contributes to the discussion of organizational carriers and how organizations continue and develop identity in contexts characterized by uncertainty and change. 相似文献
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项目团队管理和冲突管理同为项目管理中永恒的话题。从分析认知冲突和情绪冲突性质的联系、差异以及各自对项目绩效的影响入手，基于情商、学习型组织等组织行为的视角，探讨了在中国传统文化背景下构建项目团队时如何实现对认知冲突的有效激发和对情绪冲突的有效控制。 相似文献
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知识集成在企业已经得到成功的运用,取得了较大的经济和社会效益,已经引起了项目管理界的高度关注。知识集成以及组织知识集成能力已是特大型科技(工程)项目迫切解决的关键问题,目前处于刚刚起步阶段。论文以特大型科技(工程)项目组织知识集成优化能力模型为主要研究对象,深刻分析了知识获取、知识转化、知识应用等特大型科技(工程)项目知识集成过程,并引入知识"场"分析其对知识共享的作用机理,以及信息技术、组织氛围、领导支持等特大型科技(工程)项目知识集成影响环境,建立了特大型科技(工程)项目组织知识集成优化能力模型。该模型对于特大型科技(工程)项目如期实施,优化工程项目的资源,提高项目管理的成功率具有重要的参考价值。 相似文献
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Lidwien van de WijngaertAuthor Vitae Willem PietersonAuthor Vitae Marije L. TeerlingAuthor Vitae 《International Journal of Information Management》2011,31(5):415-419
Information technology allows national and local governments to satisfy the needs of citizens in a cost effective way. Unfortunately, citizens still tend to prefer traditional, more costly channels, such as the front desk, phone and mail. Through pilot projects government agencies attempt to influence this behavior of citizens, directing them towards the online channel. With this paper we provide insight into the possibility to influence citizens’ behavior in the complex landscape of multi-channel service provision. The paper systematically compares five pilot projects using a framework that is based on organizational and marketing literature. The results show that socio-psychological factors are crucial in multi-channel management, much more than the technology itself. We conclude that citizens can be directed towards the online channel. However, not all projects are successful. Economic and legal instruments tend to sort more direct effects than communication or service instruments. Moreover, organizational factors such as bureaucracy often hinder eventual success. Choosing a smart and relatively small scope and strong project manager may help to evoke success in directing citizen online behavior. 相似文献
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This paper examines the relationship between (outside-in) open innovation and the financial performance of R&D projects, drawing on a unique dataset that contains information on the open innovation practices, management and performance of 489 R&D projects of a large European multinational firm. We introduce two types of open innovation partnerships – science-based and market-based partnerships – and examine their relationships with project financial performance. In addition, we investigate whether the open innovation—project performance relationships are influenced by the way how R&D projects are managed. Our results show that R&D projects with open innovation partnerships are associated with a better financial performance providing that they are managed in the most suitable way. Market-based partnerships are positively correlated with project performance if a formal project management process is used; however these partnerships are associated with a lower performance for loosely managed projects. In contrast, science-based partnerships are associated with higher project revenues for loosely managed projects only. 相似文献
11.
《International Journal of Information Management》2017,37(4):327-338
In this paper, we report and reflect on Knowledge Management (KM) projects conducted in two China-based, smaller–sized professional service firms. The authors acted as Action Researchers, assisting each firm extensively as it prepared for its implementation of an IT-based KMS. However, neither KMS implementation significantly improved knowledge transfer or work productivity. We analyze the project failures, noting the significance of specific strategic management deficiencies as well as inadequate employee involvement and incentives. The implications for the strategic management of knowledge and organizational change in China are considered. 相似文献
12.
The challenges of managing large complex engineering projects, such as those involving the design of infrastructure, aerospace and industrial systems; are widely acknowledged. While there exists a mature set of project management tools and methods, many of today's projects overrun in terms of both time and cost. Existing literature attributes these overruns to factors such as: unforeseen dependencies, a lack of understanding, late changes, poor communication, limited resource availability (inc. personnel), incomplete data and aspects of culture and planning. Fundamental to overcoming these factors belies the challenge of how management information relating to them can be provided, and done so in a cost eff ;ective manner. Motivated by this challenge, recent research has demonstrated how management information can be automatically generated from the evolving digital footprint of an engineering project, which encompasses a broad range of data types and sources. In contrast to existing work that reports the generation, verification and application of methods for generating management information, this paper reviews all the reported methods to appraise the scope of management information that can be automatically generated from the digital footprint. In so doing, the paper presents a reference model for the generation of managerial information from the digital footprint, an appraisal of 27 methods, and a critical reflection of the scope and generalisability of data-driven project management methods. Key findings from the appraisal include the role of email in providing insights into potential issues, the role of computer models in automatically eliciting process and product dependencies, and the role of project documentation in assessing project norms. The critical reflection also raises issues such as privacy, highlights the enabling technologies, and presents opportunities for new Business Intelligence tools that are based on real-time monitoring and analysis of digital footprints. 相似文献
13.
While the concept of wisdom, which refers to how people make right use of their knowledge through their practical actions, judgments, and ethical decisions, in general attracts researcher interest in a variety of disciplines, such as philosophy, psychology and management studies, little is known about how wisdom is conceptualized and then operationalized in the software development project team context. Based on the frameworks for philosophical, group and organizational wisdom, this paper identifies software development project team wisdom as a process for how team members best use the stock and flow of their knowledge through collective judgment, virtue-ethics, emotions/feelings, and effective decision-making during their project-related efforts. Adapting the efforts and functional similarities of both group and organizational wisdom practices, this effort determines that wisdom-related mechanisms (e.g., team diversity, networking with other teams and people, and their past experiences), joint epistemic actions (e.g., team reasoning, intuition, and aesthetic capacity), and team virtue and prudence become the different faces of the software development team wisdom process. We then propose how these different faces interrelate and how they also relate to project process effectiveness, such as team learning and speed-to-users, both of which have been rarely addressed empirically in the context of software development project teamwork.By examining 210 in-house software development project teams in a field study and using structural equation modeling analysis, our results empirically show the following: (a) software development wisdom-related mechanisms positively relate to software development team prudence and virtue and their joint epistemic actions, (b) software development team prudence and virtue are positively associated with software development team joint epistemic actions, and further (d) software development team joint epistemic actions are positively associated with software development project process effectiveness. We conclude by discussing our findings as they relate to the wisdom framework of software development project teams and suggest the key managerial implications for different types of software development projects. 相似文献
14.
Antonio Davila 《Research Policy》2003,32(8):1397-1420
This study investigates the use of variable compensation to motivate new product development managers and its impact upon the performance of new product development projects. Using data from 56 projects, the paper examines how technology-intensive firms compensate their product development managers. The study finds a positive and significant relationship between the use of short-term economic incentives and project performance; however, the slope of this relationship is not linear and its intensity (slope) decreases as the percentage of variable compensation increases; furthermore, the relationship is contingent on the level of project uncertainty. The results also indicate that higher project uncertainty is associated with a lower level of variable compensation. Moreover, organizational structure, through its effect upon the allocation of uncertainty among organizational participants, also affects the level of variable compensation. 相似文献
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This paper provides an empirical insight into the social complexities of practically supporting the knowledge creation processes within a project setting. It helps address a gap in knowledge in the project management, organizational learning and knowledge management literatures, concerning the dynamics of situated learning. Drawing on the findings of a participative action research case study investigation of project-based learning, this paper argues that predominantly adopting a ‘personalization approach’ to manage knowledge flows within a project setting most significantly stimulates situated learning activity. This approach also underpins project participants’ communal and critical reflection on their knowledge management practices and on other sociological elements within their environments that affect their situated learning activities. Undertaking those learning actions only further energizes project participants’ learning activity and progressively helps develop their skills in ‘learning how to learn’. 相似文献
18.
分析新型举国体制的内涵及时代特征,按照科研规律、结合科技创新工作实际并以重大科技项目过程管理为核心,构建重点推进科技创新项目战略决策体系、组织实施体系和综合评价体系建设的新型举国体制科研模式的组织运行机制。研究总结广东通过改革创新科技计划项目管理体系探索构建的,多主体、多要素、全链条的关键核心技术攻关新型举国体制科研模式,及其实施科研项目揭榜制、成立项目管理专业机构、面向全国开放项目申请、推进省实验室重大平台建设等典型做法与经验,并进一步对标科技创新强省和粤港澳大湾区国际科技创新中心建设,从如何处理好政府与市场、投入与产出、研发与应用、固化与动态之间的关系等方面,为广东应对新型举国体制科研模式面临的问题与挑战提出对策建议。 相似文献
19.
This study examines the effects of the differences in organizational identities that emerged during a post-merger project that aimed at unifying the laboratory services of a large healthcare center that resulted from the merging of three hospitals by supporting them with a unique information system. We draw on the concepts of organizational identity and sensemaking to analyze the laboratory information system implementation project. Organizational identity is conceptualized as the mental representation that organizational members have of themselves as a social group in terms of practices, norms, and values and how they understand themselves to be different from members of other organizations. Data analysis suggests that divergent organizational identities and team members’ alternative interpretations of others’ practices, norms and organizational symbols, coexist during the post-merger integration phase. These interpretations are reflected in the final functionality of the information system that was different from the planned one. 相似文献
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新兴市场的创新状况在很大程度上决定于该市场中优秀跨国公司(MNCs)的技术学习成熟度。文章从信息加工的角度,对9家跨国公司的105个项目团队进行分析,探讨这些团队或其内部技术学习(知识获取,信息发布,信息理解与组织记忆)对新产品开发(NPD)结果(项目成功,开发速度与产品适时进入市场)的影响。研究结果显示,技术学习的四种指标中,只有组织记忆与新产品开发结果无直接关联。通过区分项目的复杂程度,文章进一步分析上述影响关系。文章认为,信息解释与组织记忆有助于低复杂程度项目的成功。相反,对于高复杂程度项目而言,产品的开发速度取决于组织记忆。 相似文献