This document discusses relating as a dynamic capability in innovation projects. It proposes that relating within a project can become a third-order dynamic capability that produces innovative advantages if it takes on characteristics of agile exploration, exploitation, and knowledge recombination. However, projects are often inhibited from innovating when their external relationships focus more on formal processes than dynamic learning. The document recommends that future research should conceptualize relating and provide more functional explanations of how it works as a dynamic capability to help fill gaps in the literature and link various fields.
These days, organizations battle to get by in a worldwide rivalry. Each organization tries to locate the best rationality which is appropriate with their procedure to increase any and each favorable position among their opponents. Organizations ought to be more centered around understanding their own particular structure as far as procedures whether they are in the creation or administration division. The point and extent of this venture is to distinguish the requirements in development extend working condition. On the off chance that requirements are better comprehended at the beginning, it is trusted that better execution can be guaranteed. Distinguishing and expelling imperatives from bottleneck exercises help to decrease instabilities in development procedures and builds the straightforwardness of venture administration. This investigation was done in light of writing audit and a poll study. The information for this examination will be assembling through a point by point poll overview. The poll shape is sent to different development enterprises through email and in individual. The targets of the examination is to effectively lessen the imperatives which will diminish the superfluous wastage and loss of both cash and time due to deficient arranging.
These days, organizations battle to get by in a worldwide rivalry. Each organization tries to locate the best rationality which is appropriate with their procedure to increase any and each favorable position among their opponents. Organizations ought to be more centered around understanding their own particular structure as far as procedures whether they are in the creation or administration division. The point and extent of this venture is to distinguish the requirements in development extend working condition. On the off chance that requirements are better comprehended at the beginning, it is trusted that better execution can be guaranteed. Distinguishing and expelling imperatives from bottleneck exercises help to decrease instabilities in development procedures and builds the straightforwardness of venture administration. This investigation was done in light of writing audit and a poll study. The information for this examination will be assembling through a point by point poll overview. The poll shape is sent to different development enterprises through email and in individual. The targets of the examination is to effectively lessen the imperatives which will diminish the superfluous wastage and loss of both cash and time due to deficient arranging.
Evaluating eParticipation Projects: Practical Examples and Outline of an Eval...ePractice.eu
Authors: Georg Aichholzer, Westholm Hilmar.
This article acknowledges the importance of systematic analyses of processes and outcomes against predefined criteria and intends to contribute to closing the “evaluation gap”.
Organizational Structure and Software Project Success: Implications of the Me...theijes
This study firstly examines the current literature concerning software project implementation problems, the instances of culture within an organization and dimensions of organizational structure. A quantitative approach was adopted to understand the association between organizational structure and project success with a possibly mediating effect of culture with data generated using the cross sectional survey design. Different stakeholders, 89 of them including (top management, project manager, project team members) from 10 banks within Port Harcourtaxis were administered the questionnaire, and a bootstrap framework was used to test if the effect of external physical instances of culturehave the ability to take on internal psychological significanceThe Cronbach alpha test was adopted to ascertain the internal reliability of the instrument. A total of 19 items were examined (complexity = 3; formalization = 3; centralization = 3; software project success = 5; and organizational culture = 5). The study revealed that participants on the average affirm to their experiences of organizational structure within the organization which reflects instances of complexity, formalization and centralization.The result showed a significant association between the variables (complexity, formalization and centralization) which revealed that there is a significant relationship between the dimensions of organizational structure and software project success. Thebootstrapping test for the mediating effect of organizational culture on the relationship between organizational structure and software project reveals no significant association. It is hoped that this research will help to bridge the current literature gap and provide practical advice for both academics and practitioners.
Application of system life cycle processes to large complex engineering and c...Bob Prieto
The complexity of megaprojects and programs continues to grow and with it the challenges of delivering ever larger and more complex programs. These large complex programs open the door to many new opportunities but also to increased challenges in delivery and sustainment throughout their lifecycle. Prior articles have described the open nature of this large complex program system and compared its attributes to many we find in the world of relativistic physics. These challenges must be addressed recognizing that they arise from a combination of physical, fiscal and human attributes in a realm of complexity which challenges the very foundations of project management theory.
This paper looks at hard systems aspects as contrasted with the soft system aspects more characteristic of an open system. Its purpose is to adapt a systems engineering framework associated with the hard closed elements of these large complex project systems without losing site of the overall open systems nature of large complex programs.
The systems life cycle process codified in ISO 15288 lends itself to application in large complex engineering and construction programs.
Changeability has a direct relation to software maintainability and has a major role in providing high quality maintainable and trustworthy software. The concept of Changeability is a major factor when we design and develop software and its constituents. Developing programs and its constituent components with good changeability continually improves and simplifies test operations and maintenance during and after implementation. It encourages and supports improvement in software quality at design stage in the development of software. The research here highlights the importance of changeability broadly and also as an important aspect of software quality.
The awareness of the Sustainable Development (SD) issues and stakeholder interactions in the field of information and communication technologies (ICT) management, forces companies to adopt the concepts of Corporate Social Responsibility (CSR) and Green IT to meet the challenges of innovation agility, and afterwards to create differentiation in the processes of governance and strategic alignment of ICT. In this article, we present the enhanced model of eco-strategy as a new generation model for ICT management, which will serve as a theoretical basis and aims to improve research in the field of responsible management of ICT. The updated eco-strategy model is composed of two dimensions: “ICT Green Alignment” and “ICT Green Governance”. These dimensions were designed according to a Green IT and CSR strategy to provide companies with tools for the development of coherent and sustainable managerial strategies capable of boosting overall performance and to explore new levers of transition towards renewed management modes in service the SD.
The Adoption of Benchmarking Principles for Project Management Performance Im...ijmpict
Effective management of projects is increasingly becoming important for organisations to remain competitive in today’s dynamic business environment. The use of benchmarking is widening as a technique for supporting project management. Benchmarking is the search of best practices that will lead to superior performance in some business activity. Benchmarking has been recognised as one of the most responsive evaluation tool for performance improvement within organisations by creating a culture of continuous improvement from learning best management practices. This paper presents how benchmarking principles can be applied to improve project management process and performance. The benefits and challenges of benchmarking management of projects are also discussed.
Evaluating eParticipation Projects: Practical Examples and Outline of an Eval...ePractice.eu
Authors: Georg Aichholzer, Westholm Hilmar.
This article acknowledges the importance of systematic analyses of processes and outcomes against predefined criteria and intends to contribute to closing the “evaluation gap”.
Organizational Structure and Software Project Success: Implications of the Me...theijes
This study firstly examines the current literature concerning software project implementation problems, the instances of culture within an organization and dimensions of organizational structure. A quantitative approach was adopted to understand the association between organizational structure and project success with a possibly mediating effect of culture with data generated using the cross sectional survey design. Different stakeholders, 89 of them including (top management, project manager, project team members) from 10 banks within Port Harcourtaxis were administered the questionnaire, and a bootstrap framework was used to test if the effect of external physical instances of culturehave the ability to take on internal psychological significanceThe Cronbach alpha test was adopted to ascertain the internal reliability of the instrument. A total of 19 items were examined (complexity = 3; formalization = 3; centralization = 3; software project success = 5; and organizational culture = 5). The study revealed that participants on the average affirm to their experiences of organizational structure within the organization which reflects instances of complexity, formalization and centralization.The result showed a significant association between the variables (complexity, formalization and centralization) which revealed that there is a significant relationship between the dimensions of organizational structure and software project success. Thebootstrapping test for the mediating effect of organizational culture on the relationship between organizational structure and software project reveals no significant association. It is hoped that this research will help to bridge the current literature gap and provide practical advice for both academics and practitioners.
Application of system life cycle processes to large complex engineering and c...Bob Prieto
The complexity of megaprojects and programs continues to grow and with it the challenges of delivering ever larger and more complex programs. These large complex programs open the door to many new opportunities but also to increased challenges in delivery and sustainment throughout their lifecycle. Prior articles have described the open nature of this large complex program system and compared its attributes to many we find in the world of relativistic physics. These challenges must be addressed recognizing that they arise from a combination of physical, fiscal and human attributes in a realm of complexity which challenges the very foundations of project management theory.
This paper looks at hard systems aspects as contrasted with the soft system aspects more characteristic of an open system. Its purpose is to adapt a systems engineering framework associated with the hard closed elements of these large complex project systems without losing site of the overall open systems nature of large complex programs.
The systems life cycle process codified in ISO 15288 lends itself to application in large complex engineering and construction programs.
Changeability has a direct relation to software maintainability and has a major role in providing high quality maintainable and trustworthy software. The concept of Changeability is a major factor when we design and develop software and its constituents. Developing programs and its constituent components with good changeability continually improves and simplifies test operations and maintenance during and after implementation. It encourages and supports improvement in software quality at design stage in the development of software. The research here highlights the importance of changeability broadly and also as an important aspect of software quality.
The awareness of the Sustainable Development (SD) issues and stakeholder interactions in the field of information and communication technologies (ICT) management, forces companies to adopt the concepts of Corporate Social Responsibility (CSR) and Green IT to meet the challenges of innovation agility, and afterwards to create differentiation in the processes of governance and strategic alignment of ICT. In this article, we present the enhanced model of eco-strategy as a new generation model for ICT management, which will serve as a theoretical basis and aims to improve research in the field of responsible management of ICT. The updated eco-strategy model is composed of two dimensions: “ICT Green Alignment” and “ICT Green Governance”. These dimensions were designed according to a Green IT and CSR strategy to provide companies with tools for the development of coherent and sustainable managerial strategies capable of boosting overall performance and to explore new levers of transition towards renewed management modes in service the SD.
The Adoption of Benchmarking Principles for Project Management Performance Im...ijmpict
Effective management of projects is increasingly becoming important for organisations to remain competitive in today’s dynamic business environment. The use of benchmarking is widening as a technique for supporting project management. Benchmarking is the search of best practices that will lead to superior performance in some business activity. Benchmarking has been recognised as one of the most responsive evaluation tool for performance improvement within organisations by creating a culture of continuous improvement from learning best management practices. This paper presents how benchmarking principles can be applied to improve project management process and performance. The benefits and challenges of benchmarking management of projects are also discussed.
THESIS RESEARCH REPORT NOTESProject relationship managemen.docxchristalgrieg
THESIS RESEARCH REPORT NOTES
Project relationship management
and the Stakeholder Circlee
Lynda Bourne
Stakeholder Management Pty. Ltd, Melbourne, Australia, and
Derek H.T. Walker
RMIT University, Melbourne Australia
Abstract
Purpose – The aim of this paper is to summarise a successfully completed doctoral thesis.
The main purpose of the paper is to provide a summary that indicates the scope of, and main issues raised
by, the thesis so that readers that are undertaking research in this area may be aware of current cutting
edge research that could be relevant to them. A second key aim of the paper is to place this in context with
doctoral study and further research that could take place to extend knowledge in this area.
Design/methodology/approach – Research reported in this paper was based upon action learning
from a series of case studies where a project management tool for managing stakeholder relationships
was tested and refined.
Findings – The tool is useful in helping the project delivery team identify major influencing
stakeholders and visualise their potential impact. This tool then helped the studied project delivery
teams to develop stakeholder engagement strategies. While it was initially tested as a planning tool to
be used at the early stages of a project it can be used through the whole implementation phase of a
project as the flow of major stakeholders and their influence changes during a project.
Practical implications – The tool was further improved during 2006 and commercialised in 2007
and is currently being used by numerous organisations. In observing how it is being used and can be
used, it is suggested that over time a useful data base of stakeholder behaviours is being established
that can be mined and used to better predict stakeholder types and their likely actions.
Originality/value – This paper provides a summary of cutting-edge research work and a link to the
published thesis (see URL www.mosaicprojects.com.au/Resources_Papers_021.html for a pdf (7meg))
that researchers can use to help them understand how the research methodology was applied as well
as how it can be extended.
Keywords Stakeholder analysis, Project management, Action learning
Paper type Research paper
Summary of the research thesis
Project success and failure is directly related to its stakeholders’ perceptions of the value
created by the project and the nature of their relationship with the project team. This
dissertation (Bourne, 2005) demonstrates a direct link between the successful management
of the relationships between the project and its stakeholders and the stakeholder’s
assessment of a successful project outcome. The project’s success, or failure, is strongly
influenced by both the expectations and perceptions of its stakeholders, and the capability
and willingness of project managers to manage these factors and the organisation’s politics.
The current issue and full text archive of this journal is available at
www.emeraldinsig ...
Corporate foresight can support the strategic management of innovation by delivering long term orientation, guiding the idea creation process and support decision making to enter new technological development projects. While companies use foresight projects for a many years, little systematic knowledge is available about the effects, impacts and best practise of foresight activities. Empirical studies have shown, for instance, that foresight activities are organised rather emergent than on basis of assured academic knowledge. Indeed, companies lack sufficient method and organisational integration know-how (e.g. Becker 2002). The presentation develops propositions for the successful organisation and implementation of corporate foresight projects and its deployment in innovation management.
We started this Academic Writing Help in the year 2011.Writekraft Research & Publication: www.writekraft.com 1000s of students have graduated across the globe from our in-depth research.
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Project Management Courses in IS Graduate Programs What is Being .docxwkyra78
Project Management Courses in IS Graduate Programs: What is Being Taught?
Du, Stephen M; Johnson, Roy D; Keil, Mark. Journal of Information Systems Education15.2(Summer 2004): 181-187.
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Abstract (summary)
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The most recent model curriculum for graduate information systems programs includes a project management course, which contains a balance of technical and managerially related skills. Prior research has shown that adoption of this project management course among information systems graduate programs is not extensive. This study compares the topical coverage of the courses that are being offered against the Project Management Institute's "Project Management Body of Knowledge" (PMBOK) and Georgia State University's Computer Information Systems graduate project management course in information technology. A web-based survey of 206 institutions with graduate information systems programs was conducted; 103 responded and 78 indicated that they had a project management course with 41 instructors completing the questionnaire (53% response rate). Data collected from the survey were then analyzed using descriptive statistics. With respect to the topics of project management found in the PMBOK, information systems programs are covering hard skills such as project scope and cost management to a large extent and giving less emphasis to soft skills such as human resource and project communications management. Also, procurement management is only covered to a very small extent. Similarly, information systems programs matched well with the benchmark course at Georgia State University in the extent of coverage for hard skills such as work breakdown, estimation, and project networks, but their coverage of areas such as project chartering and dealing with vendors and suppliers was considerably lower. [PUBLICATION ABSTRACT]
Keywords: IS curriculum, IT project management, graduate course, PMBOK
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ABSTRACT
The most recent model curriculum for graduate information systems programs includes a project management course, which contains a balance of technical and managerially related skills. Prior research has shown that adoption of this project management course among information systems graduate programs is not extensive. This study compares the topical coverage of the courses that are being offered against the Project Management Institute's "Project Management Body of Knowledge" (PMBOK) and Georgia State University's Computer Information Systems graduate project management course in information technology. A web-based survey of 206 institutions with graduate information systems programs was conducted; 103 responded and 78 indicated that they had a project management course with 41 instructors completing the questionnaire (53% response rate). Data collected from the survey were then analyzed using descriptive statistics. With respect to the topics of project mana ...
ISSN 1822-6515 ISSN 1822-6515 EKONOMIKA IR VADYBA 2011. 16 .docxchristiandean12115
ISSN 1822-6515 ISSN 1822-6515
EKONOMIKA IR VADYBA: 2011. 16 ECONOMICS AND MANAGEMENT: 2011. 16
845
THE THEORETICAL APPROACH TO PROJECT PORTFOLIO
MATURITY MANAGEMENT
Bronius Neverauskas1, Ruta Čiutienė2
1 Kaunas University of Technology, Lithuania, [email protected]
2 Kaunas University of Technology, Lithuania, [email protected]
Abstract
This paper is indented to discuss theoretical approaches to project portfolio management maturity.
Institutions use projects to solve strategic problems, to perform integrated processes, to generate innovative
activity strategies. In order to be able to manage strategically the competitive ability within business
environment, it is essential to discus about the maturity process of projects, project portfolio and program’s
projects, their potential vista development as well as strategy management within the organization. Expansion
of project based organizations only enhances project portfolio management maturity significance.
Project portfolio management maturity models serve as an instrument to criticize the project portfolio
management of organization. There are many models currently available to assess project management
maturity. We can find different researches designed for of the project portfolio management maturity.
In this context authors present the theoretical approach of the project portfolio management maturity
assessment. The paper demonstrates that project portfolio maturity management is crucial project
management problem.
Keywords. Project portfolio, project portfolio maturity, project portfolio maturity management,
excellence in project portfolio management.
JEL Classification: L21, M10, M12, M53.
Introduction
The environment is constantly changing and competition is growing. Therefore, it can be said that their
elements are interconnected. Globalization, new developments in technologies, recession and an instant
change of economics needs are bringing new challenges not only to business companies but to different
organizations as well. An organization’s chosen approach to project management can drive expected
changes through projects aimed at better meeting forthcoming organization‘s needs. The need to manage
essential changes through project came into force in business companies, public sectors and social
environment organizations. These institutions are using projects in order to solve strategic problems, to
perform integrated processes, to generate innovative activity strategies.
Project management is a dynamic and developing process in scientific and study context. In order to
be able to manage strategically the competitive ability within business environment, it is essential to discus
the maturity process of projects, project portfolio and program’s projects, their potential vista development
as well as strategy management within the organization. Expansion of project based organizations only
enhances project portfolio management matur.
MBA 6931, Project Management Strategy and Tactics 1 C.docxaryan532920
MBA 6931, Project Management Strategy and Tactics 1
Course Learning Outcomes for Unit III
Upon completion of this unit, students should be able to:
3. Characterize important project management issues.
3.1 Describe how a company should be reorganized for greater effectiveness.
3.2 Analyze the challenges associated with a new organizational structure related to its scope.
3.3 Explain how a new organizational structure would impact the Key Manager Incentive Plan
(KMIP) program.
4. Outline project activity and risk taking in the project management process.
4.1 Explain the risks associated with a new organizational structure and scope.
4.2 Describe how structure and scope impact the overall project management process.
Course/Unit
Learning Outcomes
Learning Activity
3.1
Unit III Lesson
Chapter 5, pp. 145-176
Unit III Case Study
3.2
Unit III Lesson
Chapter 5, pp. 145-176
Unit III Case Study
3.3
Chapter 5, pp. 145-176
Unit III Case Study
4.1
Unit III Lesson
Chapter 5, pp. 145-176
Unit III Case Study
4.2
Unit III Lesson
Chapter 5, pp. 145-176
Unit III Case Study
Reading Assignment
Chapter 5: The Project in the Organizational Structure, pp. 145-176
Unit Lesson
Organizational structure is how the organization is constructed. This can include management levels as well
as everyone who works toward maintaining the strategic mission of the organization with an eye on
development toward achieving the strategic vision. Companies can be organized in many different ways, and
the creativity in organizational structures continues to evolve.
One of the most common methods for organizational project structures is that of functionality, which is based
on functions within the organization such as marketing, accounting, finance, operations, human resources,
and more. This strategy is advantageous because of its specialization of functions within each operational
branch as well as its simplicity and general overall acceptance. This method provides a high level of staff
flexibility within each branch and represents a consistent path of advancement for individuals within each
function. The largest disadvantage with functional organizational structures is the fact that the client or
customer is not the primary focus. Instead, priority is placed on the tasks within each of the functions. Another
significant disadvantage of a functional approach within an organization is that the employees within each
function tend to have a narrow focus aligning with their particular function versus a more holistic viewpoint
UNIT III STUDY GUIDE
Organizational Structure
MBA 6931, Project Management Strategy and Tactics 2
UNIT x STUDY GUIDE
Title
encompassing all areas within the organization. This narrow focus can create conflict within the team instead
of a cohesively operating team atmosphere.
A project-oriented structure assumes that each of the functions described in the functional ...
A ceLTIc project webinar. The ceLTIc project shows how to enable LTI (Learning Tools Interoperability) connectors to build a flexible infrastructure.This session will discuss how the JISC-funded ceLTIc:sharing project is evaluating the use of LTI to provide a shared service for institutions interested in evaluating WebPA. It will include a demonstration of linking to the tool from Blackboard Learn 9 and Moodle, as well as how the outcomes service along with the unofficial memberships and setting extensions are being used to enhance this integration in a VLE-independent way.
Jisc conference 2012
Running head CRITICAL THINKING IN PSYCHOLOGY 2 CRITICAL THI.docxhealdkathaleen
Running head: CRITICAL THINKING IN PSYCHOLOGY
2
CRITICAL THINKING IN PSYCHOLOGY
2
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Critical Thinking in Psychology
Brittany Salley
February 9, 2020
Critical Thinking in Psychology
Introduction
Introducing change in an organization more often than is met with confrontation, especially if such a change comprises of a redesign of the elementary work process and introduction of advanced technology
. The article
scrutinizes the introduction of intricate software systems to standard work processes within a business.
Summary of the Article
Literature review.
Organizational retooling calls for cautious planning and communication to achieve effective execution. Risk acceptance at some level may provide an advantage to a business. Flexibility in an organization can be amplified when the management is enthusiastic to integrate lesson learned as part of the transformation management process. The majority of the participants lack a high level of technical knowledge (Long, S., 2010
). The designers of social technology more often overlook the social knowledge fundamentals of change and fail to contemplate the degree of stockholder learning related to complete coziness with the technology. The degree of learning mandatory for effective application of technology can serve as a transformation management guide. Advance technological motivated transformation management and transformational restructuring necessitate equivalent changes in learning and organizational culture. Operative technology practice m ...
According to exiting literature, most change programs fail to manage and/or meet the expectations of stakeholders; leading to the failure of larger strategic organisational and transformational initiatives. Undoubtedly, change management necessitates introspective planning and responsive implementation but a failure to acknowledge and manage the external stakeholder environment will undermine these efforts. This article presents some practical frameworks for managing the delivery of change that were used collectively in different situations and contributed to the successful implementation of change programs. It does not recommend any specific approach to yield successful outcomes, but it considers a range of approaches for practitioners to take into account to assure seamless integration of programs with the formulation of overall strategy and implementation planning. Understanding the components of each program is asserted to support organisations to better understand the people and non-technology dimensions of their projects and the need to ensure effective, consultative communications to gain and maintain support for the program of change.
Entrepreneurial Adaptation and Social Networks: Evidence from a Randomized Ex...Greg Bybee
Working paper by Charles (Chuck) Eesley (Stanford University) and Lynn Wu (University of Pennsylvania), based on research on NovoEd's experiential learning platform.
We examine the performance of early-stage entrepreneurs before and after randomly showing them different approaches to the strategic process. In isolation, a planning strategic process is more effective than a more adaptive approach. Contrary to the finding that entrepreneurs often change their business model and strategic direction frequently, we find that instructing entrepreneurs to have a strong, persistent vision for their startup often results in better performance in the early stages. In particular, the results show that adding a diverse network tie alone is less effective than combining a diverse tie with a specific strategic approach. In contrast to prior work that shows that entrepreneurs often begin their ventures with a cohesive, closed network high in trust then transition later to a more diverse network, we find that early stage ventures appear to be better off with more diverse social ties in the beginning, particularly if a more adaptive approach is adopted for the venture’s strategy. The results suggest that when formulating a strategic approach there is an important interaction between social networks and the strategy formulation process that must be taken into consideration.
Project relations as a Dynamic Capability @ EURAM 2010: Systemic Relations As...
Dc
1. Relating as a dynamic capability in innovation projects TRACK 44 Dynamic Capabilities: Theoretical Approaches and Practical Applications Dr Maria Kapsali
2. Outline Research Questions 1. Theory 2. Evidence 3. Recommendations 1. How can project relating as a dynamic capability produce innovative advantages? 2. What are the external factors to influence relating to become a dynamic capability? 3. How can the project as a capability lead to competitive advantage?
3. Theoretical question Capabilities in temporary organizations (projects) are not investigated Projects depend heavily on their relational capabilities which are not investigated adequately and there is no literature on the dynamic capabilities for the successful operation of innovation projects or even the role of the a project as a dynamic capability in a process to create knowledge advantages in markets Because Because Because The more adaptive but uncertain the outcomes Therefore organizations resort to using temporary production organizations (such as projects) to innovate Dynamic capabilities are embedded in production processes The more dynamic the environment the more uncertain and less detailed the process and the less defined the capabilities
4. What the DC literature says 2 Contradictions in the DC literature: the debate whether dynamic capabilities are either structured and persistent or emergent and evolving the relevance of market dynamism in the nature of dynamic capabilities
5. 1. How can project relating as a dynamic capability produce innovative advantages? The process of relating is so agile, fluid and integrative, it becomes the means of exploration and exploitation, reconfiguration and recreation of knowledge to address changes in contextual demands, relations and internal operations. The dynamic capability embedded in project relational processes is trial- and- error learning from partners and the alignment of innovative behaviours and processes to recombine and articulate knowledge. Relating as a capability is integral to knowledge articulation routines (Williamson, 1999; Priem and Butler, 2000) that create a competitive advantage in the form of innovation.
6. 1. How can project relating as a dynamic capability produce innovative advantages? For that, project relating takes on the characteristics of a third-order, dynamic capability instead of a second-order knowledge-building core capability (Wang and Ahmed, 2007). According to Pisano (2000) projects constitute a part of an organization’s bundle of dynamic capabilities since they integrate learning in novel environments and they go beyond the deterministic impact of learning experience in the limits of path-dependency.
7. Continued It is proven that the volume and explicitness of external linkages is positively correlated with knowledge articulation and dynamic learning processes (Koput eta. 1996). A variety of core capabilities (adaptive, absorptive or innovative) rely on relating (Winter, 2003). Drivers of dynamic learning mechanisms are the managerial power of integration, the volume and intensity of external linkages, previous experience, repeated practice, codification of experience and ambiguity (Chen and Lee, 2008). Eventually managerial boundary management to integrate internal with external network resources becomes the important. Tensions and polarities in project relations in their networks make them difficult to define and categorize how they are embedded in production processes as capabilities
8. Evidence 4 Case studies based on EU PF5 Information Society Healthcare technology projects There are two types of project relating that are prominent: external with the main stakeholder (policy) which is formalized and focused on process evaluations; and internal within the project team cliques. The latter was actually dictated by the EU policy standards on consortium participation and in effect drawing the boundaries on managerial boundary action. This led to subsequent loss of managerial leverage as a group leader and inflexibility in handling change in project activities. The outcome of this was that projects often complied with performance standards and had trouble achieving their innovation goals.
9. Evidence 2. What are the external factors to influence relating to become a dynamic capability? Projects are actually inhibited to produce innovation when they relate through their boundaries with policy implementation instruments that are operationally oriented. This diverts the relational processes from learning towards boundary management formal processes. This has an adverse effect on the role of the project as a core capability in innovation strategies and relating as a dynamic capability in the process of producing innovation. The main conclusion of this study was that relating in innovation project is not just another systemic function but can be considered as a third-order dynamic capability. The argument is that relating becomes the means for competitive advantage as a third-order dynamic capability that supports dynamic learning processes. Learning is more important in innovation projects than contractual arrangements because it is the best way to handle professional cognitive distance, the absence of trust and formal rules of interaction and preserve the stability of internal operation.
10. Evidence 2. What are the external factors to influence relating to become a dynamic capability? The conclusion is that a project succeeds in its role as a core strategic capability to fulfil strategic goals only when it develops itself relational dynamic capabilities that are not rigid but provide operational flexibility to deal with change.
11. Recommendations: study relating 3. How can we study the project as a capability leading to competitive advantage? The challenge for theory is to conceptualize relating and provide more functional descriptions and causal explanations on how relating works and how it can work better as a third-order capability.
12. Recommendations 3. Which are the obstacles to do this? Although relating has been examined in other organizational literatures, its use is sporadic and theoretical focus specifically upon it will spur an entirely new field of enquiry that will actually be applicable to several organizational forms (not only projects) and link the field of strategy with other fields.
13. Recommendations 3. Which is the way to do this? To fill the gap in the RBV literature about how capabilities can lead to competitive advantage. To link the literatures of project networks with that of strategy-DC and boundaries under the umbrella of relating.