1,720,977 research outputs found
A review of program and project evaluation models
No full textPurpose - This paper aims to review Program and Project evaluation Models. The assessment of the Evaluation Model (metaevaluation) is a critical step in Evaluation, as it is at the basis of a successful Program/Project evaluation. A wide and effective review of EMs is a basic, as well as fundamental, support in meta-evaluation that affects positively the overall evaluation efficacy and efficiency. Despite a large number of reviews of EMs and a numerous population of EMs, developed in heterogeneous projects and programs settings, the literature lacks comprehensive collections and reviews of EMs that this paper addresses to provide a basis for the assessment of EMs. Design/methodology/approach - Through a systematic literature review carried out via the Internet, and querying search engines, several models addressing program or project evaluation have been identified and analyzed. Following a process of normalization of the results gathered, they have been analyzed and compared according to key descriptive issues. They have been, at the end, summarized and rationalized in a comprehensive frame. Findings - In recent years, evaluation studies have focused on the explanation of the mechanisms that underlie the transformation of projects’ and programs’ outputs into socio-economic effects, arguing that making them explicit allows to understand why a project or program is successful, as well as evaluating its extent. To assess and explain program’s and project’s effects, a basic, although fundamental, role in evaluation is played by the EM. A wide and heterogeneous set of 57 EMs has been identified, defined and framed in typologies, according to a systematic review research. Originality/value - The approach to the review of EMs and the definition of a boundary of interest for management and economic researchers and practitioners represent an original issue of this paper
Migliorare le prestazioni dello sviluppo prodotto attraverso la Valutazione e Gestione dei knowledge assets
No full text
Improving NPD within IDs by Knowledge Management Initiatives: the Case Study of the ID of Matera
No full textManaging intellectual capital dimensions for organizational value creation
No full textPurpose - This introduction paper to the special issue on "Managing Intellectual Capital Dimensions for Organizational Value Creation" aims to focus on the relationships between Intellectual Capital, innovation, performance improvement and competitive advantage in private and public organizations. The purpose is to review and underline some relevant theoretical pillars and contribute to the ongoing debate on how knowledge assets may impact organizational performance and innovation dynamics.
Design/methodology/approach - The article is based on a deep analysis of the managerial literature addressing the nature, the role and the relevance of the IC dimensions for organizational value creation. The conceptual background sets the foundations for a better understanding of the strategic importance of knowledge-based value drivers for innovation and sustainable competitive advantage.
Findings - This paper provides a framework summarizing the key assumptions at the basis of a better understanding the strategic relevance of the knowledge-based value drivers for competitiveness.
Originality/value - The value of this paper is the definition of a conceptual framework outlining the relationships between IC management, innovation, performance improvement and value creation capacity
Guest Editorial - Managing Intellectual Capital Dimensions for Organizational Value Creation
No full textSelecting and prioritizing key performance indicators by using the Analytic Network Process
No full textA Fuzzy Cognitive Map based approach to disclose value creation dynamics of ABIs
No full textPurpose - In today’s business landscape, organisations are struggling to face difficult management challenges, increase value embedded in their products/services, create new competencies capable of driving business growth and new business solutions, and spur resilience and innovativeness.
The planned managerial use of art forms to address management uncertainties and business problems (i.e. Arts-based Initiatives) can sustain organisations in their efforts to face today’s competitive challenges and improve their value creation capability.
Arts based Initiatives (ABIs), indeed, are a catalyst, a lever, and a trigger to support and drive organisational changes and develop its capacity to compete.
But how do ABIs contribute to improve value creation capacity of an organisation?
The answer relies on transformational power of art forms.
Art forms can improve both knowledge domains grounding how employees work in organisations, making their working activities engaging, fulfilling and joyful, and the knowledge dimensions characterising an organisation’s infrastructural components, particularly developing their incorporated intangible value dimensions.
The adoption of ABIs within organisations seems fruitful, however how to plan and evaluate comprehensively the impacts of these initiatives still remains a challenge. More generally a better understanding of the dynamics linking ABIs to business performance is required.
This study proposes the use of Fuzzy Cognitive Map (FCM) to model, understand and dynamically analyse the integration of ABIs in the operation and strategy of an organisation.
Referring to the “Arts Value Map” framework (Schiuma, 2011), the paper suggests the use of FCM as a dynamic modelling tool to analyze, test the reciprocal influence, simulate and predict the behaviour of factors involved in value creation dynamics.
Design/methodology/approach – FCM is a well-established artificial intelligence technique, incorporating ideas from artificial neural network and fuzzy logic, which can be effectively applied in the domain of management science. This paper proposes the use of FCM as a tool for detecting and interpreting relations between the entities involved in the value creation activated by ABIs as well as for understanding its structural properties and dynamics.
Originality/value –This paper offers a fresh approach based on fuzzy cognitive mapping technique to help align business strategy and the design and implementation of ABIs within organisations. An ABI can have a relevant impact on organisational performance only if it is integrated in the organisational strategy and/or responds to the achievement of operational objectives that are consistent with the strategic intents. The FCM, as powerful tool for analysing and simulating complex systems, elucidates how ABIs can drive business performance improvements.
Practical implications – The proposed approach can help managers to better understand how ABIs create organizational value by developing organisational knowledge domains. Using the fuzzy cognitive mapping technique managers can improve their capacity to plan and assess ABIs in the light of business performance
A Fuzzy cognitive map-based approach for understanding value creation mechanisms of artistic interventions
No full textA number of organizations have started to approach the "arts world" looking for new ways of dealing with the management uncertainties and seeking new approaches in response to social changes and economic pressures. The planned managerial use of Arts-based Initiatives (ABIs) can sustain organisations in their efforts to face today's competitive challenges. But how do ABIs contribute to improve value creation capacity of an organisation? There are several anecdotal evidences from practitioners who tend to emphasize the positive experience that employees report during or after ABIs. However a better understanding of the dynamics linking ABIs to business performance is still required. This study proposes the use of Fuzzy Cognitive Map (FCM) to model and dynamically analyze the integration of ABIs in the operation and strategy of an organisation. Referring to the "Arts Value Map" framework, the paper suggests the use of FCM as a dynamic modelling tool to analyze the reciprocal influence, simulate and predict the behaviour of factors involved in value creation dynamics
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