1,721,428 research outputs found
Taking Action Using Systems Research
No full textThe aim of this chapter is to guide you to conduct your systems research project. It will start suggesting some ways to establish a research project based on traditional project management principles and compare it with ways in which a systems researcher might set a research project. It will then explain the importance of constructing a methodology for your research project and point out why systems researchers often adopt multimethodologies to carry out research. The chapter will then focus on how systems interventions can be developed to contribute to your research methodology with examples of multimethodology and systemic action research interventions that have been successfully used by prominent systems researchers in different contexts. The chapter will then take you through some steps normally used in conducting a research project, with an emphasis on systems research, covering an overview of research methods, negotiating relationships to get access to research sites, data collection and analysis methods, and ways to demonstrate rigor. Since this chapter covers a wide area, bridging systems interventions to ways in which conventional research is carried out, it will focus more on how systems interventions can be set up and implemented and provide a variety of references to help the reader find adequate information to carry out research expected of doctoral studies or research reports. It will also make reference to other chapters in the book to guide the readers to take effective action to complete a research project successfully
Project teams and their role in organizational project management
No full textProminent management scholar Amy Edmondson states that organizations are using teams to get more complex work done, deliver better organizational performance and create a more engaging and satisfying work environment. Projects rely on effective teamwork to deliver results. However, research in projects has been mostly focused on studying teams within a project and on differentiating team development in projects or ‘temporary organizations’ from their development in functional teams or ‘permanent organizations’. This chapter discusses the development of the role of teams in functional and project organizations and the way in which they will have to work together in organizational project management
An action learning experience to change a work model in Yokogawa: Through a real project
No full textActor-Network Theory, Activity Theory and Action Research and their application in project management research
No full textProjects pay attention to activities, deal with relationships and involve change. Hence research approaches that are useful to examine activities or work practices (e.g. Activity Theory), investigate relationships (e.g. Actor-Network Theory) and facilitate change (e.g. Action Research) could be very useful for project management researchers. While some papers in project management (PM) journals report using these approaches we expect that they will become more prevalent in the future due to the recent demand for more emphasis on detailed investigation of what is occurring in real practice and the management of complexity in projects by describing interconnections. Further, realizing intended benefits from projects requires more attention to the change process that is often left out of the scope of managing a project
Research handbook on the governance of projects
No full textThis cutting-edge Research Handbook provides a comprehensive overview of research on the governance of projects. Spanning different sectors, project types, and organizational hierarchies, it delves into diverse theoretical and practical approaches to the governance of projects, identifying valuable new phenomena for future study. Through diverse case studies, chapters cover all aspects of the governance of projects, including theories of governance, governance approaches, mechanisms, and situational contingencies. It examines the governance of individual projects, groups of projects, megaprojects, and inter-organizational project networks in turn. Expert contributors explore key issues such as governance for sustainable development programs, benefit management, social value creation, ethical governance, and meta-governance. Drawing insights from industry, academia and the public sector, the Research Handbook provides a toolkit of resources that can be applied in diverse contexts. Covering a wide range of approaches to the governance of projects, this Research Handbook will be a valuable guide for academics and students in governance, business, management, and organizational innovation. With extensive case studies illustrating how theories of governance can be practically applied, it will also be a useful resource for practicing managers seeking to develop their governance strategies
Balanced leadership: A new perspective of leadership in organizational project management
No full textThis chapter addresses a new perspective towards leadership, that of balanced leadership in organizational project management. The chapter starts with an overview of existing theoretical perspectives of leadership and leaders, where we introduce the distinction between leadership intent as an intra-personal process and practiced leadership as an inter-personal process of influencing. We discuss some of the popular theories in light of this distinction. Then we address the need for balanced leadership, which we propose as the temporary adjustment of leadership exercised by the project manager (vertical leadership) with leadership by one or several team members (horizontal leadership), and the situational particularities that emphasize the appropriateness of one approach over the other. We subsequently develop a four-step process of selecting, enabling, exercising, and controlling for balanced leadership and outline the intra and inter-personal activities for vertical and horizontal leaders in each of these steps. This provides an in-depth overview of the type and scope of inter and intra-personal leadership activities and their synchronization needs for coordinated balanced leadership to happen. Readers learn to look at leadership in and across projects as a combination of horizontal and vertical approaches, distributed in a coordinated way between vertical and horizontal leaders in organizational project management
The nature of organizational project management through the lens of integration
No full textThis chapter focuses on defining and making sense
of what organizational project management
(OPM) is through the lens of integration. In this
chapter we share our views on how we understand
and define OPM so that the authors who have
collaborated with us in this book are not only
able to understand and critique our view, but can
also discuss and relate their particular chapters to
OPM. We urge readers of this book to help us
improve, clarify, and broaden our initial thoughts
on the nature of OPM. We derive our thoughts
from the perspective of organizational integration,
which we see as a necessity for organizing, and as
a task that is becoming increasingly harder to
achieve, due to the growing complexity of organizational
design (Child, 2005). We argue that
new ways of managing projects, by integrating
all project management-related activities in an
organization, are now needed to deliver projects
to meet the continuously growing expectations of
stakeholders. We propose our concept of OPM as
a way for managers in charge of managing the
organization and governing projects to meet
these expectations.
We begin this chapter by offering a definition
of OPM from an organizational theory (OT)
perspective. We then present evidence in OT
that discusses integration to support our definition.
Finally, we discuss the nature of OPM by
proposing it as a mechanism for integrating
project management-related activities in
organizations
Going Beyond Counting First Authors in Author Co-citation Analysis
Full text linkThe present study examines one of the fundamental aspects of author co-citation analysis (ACA) - the way co-citation
counts are defined. Co-citation counting provides the data on which all subsequent statistical analyses and mappings
are based, and we compare ACA results based on two different types of co-citation counting - the traditional type that
only counts the first one among a cited work's authors on the one hand and a non-traditional type that takes into
account the first 5 authors of a cited work on the other hand. Results indicate that the picture produced through this non-traditional author co-citation counting contains more coherent author groups and is therefore considerably clearer. However, this picture represents fewer specialties in the research field being studied than that produced through the traditional first-author co-citation counting when the same number of top-ranked authors is selected and analyzed. Reasons for these effects are discussed
Introduction
No full textThis book will be a valuable resource for: action researchers throughout the world; postgraduate research students, academics and libraries; evaluators; and anyone in communities who wishes to know how to create sustainable change
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