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Locatelli G, Ika L, Drouin N, Müller R, Huemann M, Söderlund J, Geraldi J, Clegg S. A Manifesto for project management research. EUROPEAN MANAGEMENT REVIEW 2023. [DOI: 10.1111/emre.12568] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 04/05/2023]
Affiliation(s)
| | - Lavagnon Ika
- Telfer School of Management University of Ottawa Ottawa Ontario Canada
| | - Nathalie Drouin
- École des Sciences de la Gestion Université du Québec à Montréal Montreal Quebec Canada
| | | | - Martina Huemann
- WU Vienna (Vienna University of Economics and Business) Vienna Austria
| | - Jonas Söderlund
- BI Norwegian Business School Oslo Norway
- Linköpings universitet Linköping Sweden
| | | | - Stewart Clegg
- School of Project Management University of Sydney Camperdown New South Wales Australia
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Microfoundations of project portfolio regulation in joint university-industry laboratories. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2023. [DOI: 10.1016/j.ijproman.2022.102436] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 12/30/2022]
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Giordano V, Coli E, Martini A. An Open Data Repository for Engineering Design: Using Text Mining with Open Government Data. COMPUT IND 2022. [DOI: 10.1016/j.compind.2022.103738] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/24/2022]
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Miyao M, Ozaki H, Tobia S, Messeni Petruzzelli A, Frattini F. The role of open innovation hubs and perceived collective efficacy on individual behaviour in open innovation projects. CREATIVITY AND INNOVATION MANAGEMENT 2022. [DOI: 10.1111/caim.12494] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 12/01/2022]
Affiliation(s)
- Manabu Miyao
- Graduate School of Business Administration Kobe University Kobe Japan
| | - Hiroyuki Ozaki
- Graduate School of Science, Technology, and Innovation Kobe University Kobe Japan
| | - Stefano Tobia
- School of Management Politechnico di Milano Milan Italy
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What Peter Morris's books meant to me: An Amarcord. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2022. [DOI: 10.1016/j.ijproman.2022.01.001] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/19/2022]
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Ahlfänger M, Gemünden HG, Leker J. Balancing knowledge sharing with protecting: The efficacy of formal control in open innovation projects. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2021. [DOI: 10.1016/j.ijproman.2021.09.007] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/20/2022]
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Monitoring and Control in Program Management as Effectiveness Drivers in Polish Energy Sector. Diagnosis and Directions of Improvement. ENERGIES 2021. [DOI: 10.3390/en14154661] [Citation(s) in RCA: 4] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 12/19/2022]
Abstract
The activity of enterprises in the energy sector is complicated by the complexity and capital intensity of the resources and processes used. In the current market conditions, an additional challenge is the implementation of sustainable development, including, in particular, environmental and social goals. These circumstances require efficient and effective management, and this is possible, inter alia, thanks to the use of the project management. However, this approach requires not only implementation, but also professional monitoring and control, which is considered and diagnosed in this article. The purpose of this article is to: (a) verify the programme management areas subject to the monitoring and control process; (b) identify and evaluate the effectiveness of the most frequently used methods in the process of monitoring and control of the programme implementation. A qualitative study using a structured interview was conducted among 21 experts involved in the implementation of programmes from the energy sector. The authors found that energy companies monitor and control programmes in key, but traditional areas such as lead times, costs, risks and benefits. They less often refer to ‘soft’ areas of management, such as: work, communication or quality. In terms of the monitoring and control methodology used, significant discrepancies were found between the methods considered effective and those that are most often used in practice. This requires decisive improvement actions. At the same time, it is worth emphasising that the majority of managers prefer compact and quantifiable forms of monitoring and control, such as: earned value method, Gantt chart and comparing plans to results in individual areas. The sector also lacks a systemic approach to programme management, which should be distinguished from single project management, which is why the authors presented their own approach to solving this problem.
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Keinz P, Hienerth C, Gemünden HG, Killen CP, Sicotte H. Special issue: Managing open and user innovation by projects: Sensing, seizing and transforming. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2021. [DOI: 10.1016/j.ijproman.2021.02.001] [Citation(s) in RCA: 5] [Impact Index Per Article: 1.7] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/22/2022]
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