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Korhonen T, Jääskeläinen A, Laine T, Saukkonen N. How performance measurement can support achieving success in project-based operations. International Journal of Project Management 2023. [DOI: 10.1016/j.ijproman.2022.11.002] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 12/15/2022]
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Al-Zoubi MO, Masa'deh R, Twaissi NM. Exploring the relationship among structured-on-the job training, mentoring, job rotation, work environment factors and tacit knowledge transfer. VJIKMS 2022. [DOI: 10.1108/vjikms-06-2022-0199] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 12/23/2022]
Abstract
Purpose
This study aims to examine the relationships among structured-on-the job training (ST), mentoring, job rotation and the work environment factors on tacit knowledge transfer from training.
Design/methodology/approach
This study used quantitative research techniques to examine the causal relationships among the key study variables. A questionnaire-based survey has developed to evaluate the research model by drawing a convenience sample includes 239 employees working in the Arab Potash Company located in Jordan. Surveyed data were examined following the structural equation modeling procedures.
Findings
The results revealed that adapting of the ST, mentoring and job rotation in industrial firms had direct effect on the employees’ abilities to learn and transfer tacit knowledge from training to the actual work, and how these learning strategies strengthen employees’ abilities in solving work problems, improving customers’ satisfaction and quality of products and services. As well as, it affirmed the strong direct effect of work environment factors such as supervisor and peer support on the employees’ abilities to learning and transferring tacit knowledge to their jobs. However, this study showed that work environment factors have no significant mediating role on the relationship among ST, mentoring, job rotation and the employees’ abilities to learn and transfer tacit knowledge to their jobs.
Research limitations/implications
The study results are opening the doors for future studies to examine the relationships among the methods of training and learning in the workplace, the work environment factors and tacit knowledge transfer from training to the jobs as prerequisites for improving the employees and organization performance. These results would be validated by conducting future research, examining larger samples of industrial companies to give more accurate data and clear explanations to the relationships among the study variables. It also suggests to replace the characteristics of work environment (supervisor support and peer support) by trainees’ characteristics (self-efficacy and career commitment) to give a better understanding to the relationships among the key study variables.
Practical implications
With regard to improving the employees’ competency while doing their jobs, this study developed a conceptual framework that guides managers to recognize the importance of ST, mentoring and job rotation in increasing the employees’ learning together; and giving them the chance to use the new learned experiences and knowledge to improve the organization performance and its competitive advantage. This study helps managers build a positive work environment that encourages social interaction, respect and mutual interest among employees, and increases their sense of responsibility for learning and transferring skills and knowledge to the jobs.
Social implications
The training methods in the workplace go beyond immediate work performance to act as a promising tool make employees’ learning more easily and faster, and help them to transfer and retain new skills and knowledge, adapt with changing environments, build stronger relationships with stakeholders and at the same time, make the organizations ensure that employees comply with their societal goals.
Originality/value
The authors have noticed that large portions of the studies on training and human resources development neglected the role effect of (ST, mentoring and job rotation) on the tacit knowledge transfer from training to the jobs. Hence, these gaps in researches have motivated to develop a theoretical model that helps to examine the relationship between the two constructs. This study also suggests to examine the mediating role effects of work environment factors on the relationships among (ST, mentoring and job rotation) and tacit knowledge transfer, as well as it extends to examine the mediating role of work environment factors on transferring knowledge to jobs, attributed to the demographic variables such as gender, age, work experience and education level.
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Laine T, Korhonen T, Suomala P. The dynamics of repairing multi-project control practice: a project governance viewpoint. International Journal of Project Management 2020; 38:405-18. [DOI: 10.1016/j.ijproman.2020.06.010] [Citation(s) in RCA: 8] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [What about the content of this article? (0)] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
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Abstract
Managing projects raises multiple tensions such as the need to balance cooperativeness and assertiveness. By adopting a process perspective, we analyze why a project group consisting of three heterogeneous subgroups is failing to uphold such balance over time. Instead, overemphasizing cooperativeness in the early phases of the project led to over-assertiveness and escalation of group conflict. We identify three mechanisms for reinforcing dynamics. First, we find that subgroups overestimate other subgroups’ behavioral autonomy, which promotes holding simplified, negative images of each other. Second, subgroups adopt vertical disidentification when they define their own particular role. Third, cooperativeness conceals pejorative perceptions.
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Clegg S, Killen CP, Biesenthal C, Sankaran S. Practices, projects and portfolios: Current research trends and new directions. International Journal of Project Management 2018. [DOI: 10.1016/j.ijproman.2018.03.008] [Citation(s) in RCA: 50] [Impact Index Per Article: 8.3] [Reference Citation Analysis] [What about the content of this article? (0)] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
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Gemünden HG, Lehner P, Kock A. The project-oriented organization and its contribution to innovation. International Journal of Project Management 2018. [DOI: 10.1016/j.ijproman.2017.07.009] [Citation(s) in RCA: 65] [Impact Index Per Article: 10.8] [Reference Citation Analysis] [What about the content of this article? (0)] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/18/2022]
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Kock A, Heising W, Gemünden HG. A Contingency Approach on the Impact of Front-End Success on Project Portfolio Success. Project Management Journal 2016. [DOI: 10.1002/pmj.21575] [Citation(s) in RCA: 44] [Impact Index Per Article: 5.5] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/08/2022]
Abstract
The pre-project or ideation phase is often disregarded in project portfolio management. Senior managers put more emphasis on later project stages, and researchers predominantly investigate the front end from a single project perspective. This study investigates how and under which circumstances the performance of the front end affects project portfolio success. Using a sample of 175 firms, we confirm a strong positive relationship between front-end success and project portfolio success. Results show that this effect becomes stronger for larger project portfolios, for portfolios with more interdependency between projects and, finally, for firms that have a strategic orientation toward riskiness.
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Affiliation(s)
- Alexander Kock
- Technology and Innovation Management, Technische Universität Darmstadt, Darmstadt, Germany
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Korhonen T, Laine T, Lyly-Yrjänäinen J, Suomala P. Innovation for Multiproject Management: The Case of Component Commonality. Project Management Journal 2016. [DOI: 10.1002/pmj.21586] [Citation(s) in RCA: 12] [Impact Index Per Article: 1.5] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/10/2022]
Abstract
To attain benefits and value, multiproject R&D management seeks synergy between projects. Selecting or inventing appropriate end-product components within R&D programs is a concrete example of the synergy between projects. Lowering the number of different components used across projects (i.e., increasing component commonality) can lower end-product costs, which can contribute to firm-level profitability. Prior research, however, shows component commonality as a limitation of innovativeness in multiproject R&D. Conversely, this article shows that component commonality can also serve as the source of innovation, making component commonality an area of special interest to multiproject R&D management and research.
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Affiliation(s)
- Tuomas Korhonen
- Industrial Management, Tampere University of Technology, Tampere, Finland
| | - Teemu Laine
- Industrial Management, Tampere University of Technology, Tampere, Finland
| | | | - Petri Suomala
- Faculty of Business and Built Environment, Tampere University of Technology, Tampere, Finland
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Shenhar AJ, Holzmann V, Melamed B, Zhao Y. The Challenge of Innovation in Highly Complex Projects: What Can We Learn from Boeing's Dreamliner Experience? Project Management Journal 2016. [DOI: 10.1002/pmj.21579] [Citation(s) in RCA: 39] [Impact Index Per Article: 4.9] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/08/2022]
Abstract
Understanding the link between project complexity and innovation is highly pertinent. Yet, the challenge of innovative complex projects has received limited research attention and little theory development. This article provides a retrospective analysis of the difficulties experienced by Boeing during the development project of its highly innovative Dreamliner aircraft. Eventually successful, this project suffered extensive delays and cost overruns. The article analyzes the project's complex nature of innovation, while using several frameworks to provide an integrative view of its challenges and suggesting possible alternative ways to address them. Insights for complex project teams and future research directions are offered.
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Affiliation(s)
| | | | | | - Yao Zhao
- Business School, Rutgers University, Newark, New Jersey, USA
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Midler C, Killen CP, Kock A. Project and Innovation Management: Bridging Contemporary Trends in Theory and Practice. Project Management Journal 2016. [DOI: 10.1002/pmj.21587] [Citation(s) in RCA: 22] [Impact Index Per Article: 2.8] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/10/2022]
Affiliation(s)
- Christophe Midler
- CNRS and I3 Centre de Recherche en Gestion, Ecole Polytechnique, Palaiseau, France
| | - Catherine P. Killen
- School of Systems, Management and Leadership, Faculty of Engineering and IT, University of Technology Sydney, Australia
| | - Alexander Kock
- Technology and Innovation Management, Technische Universität Darmstadt, Darmstadt, Germany
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Behrens J. A Lack of Insight: An Experimental Analysis of R&D Managers’ Decision Making in Innovation Portfolio Management. Creativity and Innovation Management 2015. [DOI: 10.1111/caim.12157] [Citation(s) in RCA: 16] [Impact Index Per Article: 1.8] [Reference Citation Analysis] [What about the content of this article? (0)] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/28/2022]
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