The impact of IS department organizational environments upon project team performances

2003 ◽  
Vol 40 (3) ◽  
pp. 213-220 ◽  
Author(s):  
James J. Jiang ◽  
Gary Klein ◽  
Roger Alan Pick
Keyword(s):  
Project Team ◽  
Organizational Environments ◽  
The Impact

scholarly journals Exploring the Relationship between Communication and Success of Construction Projects: The Mediating Role of Conflict

2021 ◽  
Vol 13 (8) ◽  
pp. 4513
Author(s):  
Summaira Malik ◽  
Muhammad Taqi ◽  
José Moleiro Martins ◽  
Mário Nuno Mata ◽  
João Manuel Pereira ◽  
...  
Keyword(s):  
Project Success ◽  
Negative Impact ◽  
Positive Impact ◽  
Construction Project ◽  
Project Team ◽  
Relationship Conflict ◽  
Team Members ◽  
Mediating Role ◽  
The Impact

The success of a construction project is a widely discussed topic, even today, and there exists a difference of opinion. The impact of communication and conflict on project success is an important, but least addressed, issue in literature, especially in the case of underdeveloped countries. Miscommunication and conflict not only hinder the success of a project but also may lead to conflicts. The focus of this paper was to examine the impact of communication on project success with the mediating role of conflict. By using SPSS, demographics, descriptive statistics and correlation were determined. Smart PLS version 3.0 was used for confirmatory factor analysis (CFA), internal accuracy and validity estimates, hypothesis checking and mediation testing. The results showed that formal communication has a negative impact on the success of a construction project, resulting in conflicts among project team members, whereas informal communication and communication willingness have a positive impact on project success because people tend to know each other, and trust is developed. Task, process and relationship conflicts were used as mediating variables. It was found that task conflict effects the relations positively because project team members suggest different ways to do a certain task, and, hence, project success is achieved. On the contrary, process conflict and relationship conflict have a negative impact on communication and project success. Both of these conflicts lead to miscommunication, and project success is compromised. Hence, it is the responsibility of the project manager to enhance communication among project team members and to reduce the detrimental effects of process and relationship conflict on project success.

Innovative performance of project teams: the role of organizational structure and knowledge-based dynamic capability

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rodrigo Valio Dominguez Gonzalez
Keyword(s):  
Organizational Structure ◽  
Industrial Sector ◽  
Project Team ◽  
Project Teams ◽  
Knowledge Generation ◽  
Dynamic Capability ◽  
Content Type ◽  
Innovative Performance ◽  
Knowledge Based ◽  
The Impact

Purpose This study aims to investigate the relationship between knowledge-based dynamic capability and organizational structure on team innovative performance in Brazilian industrial companies. Design/methodology/approach This study is based on data from a survey of 262 respondents from 65 companies in the Brazilian industrial sector with project teams and followed the partial least squares approach to model the structural equation that was used for data analysis. Findings The results of the study show that mechanical structures with a high degree of formalization and centralization have a negative impact on knowledge-based dynamic capability and integration has a positive relationship with dynamic capability. Moreover, the research shows that project team innovative performance is directly affected by knowledge generation and combination capability; however, knowledge acquisition/absorption does not interfere with project team innovative activity. Practical implications This study contributes to the managers of firms in the industrial sector by analyzing how the characteristics of organizational structure impact dynamic capability and project team innovative performance. The results of this study indicate that more mechanical structures have more difficulty in developing knowledge-based dynamic capability in the context of project teams. Originality/value This study advances the concept of knowledge-based dynamic capability from the firm level to the project team level. This study accesses a research gap that characterizes organizational structure as an antecedent of dynamic capability, analyzing the impact of organizational structure on the dimensions of dynamic capability and of the latter on project team innovative performance.

What has project characteristics got to do with the empowerment of individuals, teams and organisations?

2018 ◽  
Vol 11 (3) ◽  
pp. 708-733 ◽  
Author(s):  
Martin Morgan Tuuli
Keyword(s):  
Psychological Empowerment ◽  
Work Climate ◽  
Project Team ◽  
Least Square ◽  
Related Factors ◽  
Content Type ◽  
Project Characteristics ◽  
The Impact ◽  
Project Level ◽  
Team Integration

Purpose The purpose of this paper is to explore the impact of project settings on empowerment experiences of individuals and teams by examining the effects of specific project characteristics on facets of the empowerment concept (i.e. the structural and psychological perspectives). Design/methodology/approach A parallel questionnaire survey of client, consultant and contractor organisations was conducted in Hong Kong to test hypotheses relating three facets of the empowerment concept and five project-level antecedents. Hierarchical linear modelling and ordinary least square regression were employed to test the hypotheses. Findings The analyses show that dynamic project environments, high project team integration and high interdependence of project tasks lead to high individual psychological empowerment, while public-client projects (compared with private-client projects), a hostile project environment and high client integration lead to a low individual psychological empowerment. Uncertainty in project technology also leads to high team psychological empowerment, while hostile project environments lead to low team psychological empowerment. Further, dynamic project environments lead to more empowering work climate, while hostile project environments lead to less empowering work climate. However, project team integration, project complexity, project lifecycle and quasi-public-client projects (compared with private-client projects) have no significant association with the empowerment of individuals and teams. Originality/value This study examined task-related factors (i.e. project in this case) which traditionally have not been the focus of studies examining the antecedents of empowerment. Further, project-level antecedents and their link to an integrated perspective of empowerment comprising a sociostructural perspective, a psychological perspective and a team-based perspective are examined, which is a significant departure from the unitary perspective of empowerment taken in most previous studies.

Critical success factors for achieving environmental approvals

2019 ◽  
Vol 59 (2) ◽  
pp. 694
Author(s):  
Petrina Raitt
Keyword(s):  
Risk Assessment ◽  
Critical Success Factors ◽  
Success Factors ◽  
Oil And Gas ◽  
Project Team ◽  
Assessment Process ◽  
Skill Sets ◽  
Critical Success ◽  
Impact Reduction ◽  
The Impact

In recent years, industry has experienced increased regulatory scrutiny and public interest in the environmental approvals of oil and gas activities, with common challenges across industry in areas such as impact and risk assessment, stakeholder consultation and risk and impact reduction measure application. Some critical success factors for a project team to meet its targets for environmental approval are: • early planning • access to information • use of appropriately skilled resources. Environmental approvals take time, and scheduling and planning for their preparation and submission should be high on the list of priorities when planning a project. Understanding the regulatory process and knowing what level of information is required at each point is critical. Information to support environmental approvals is available in various forms, including referencing previous approval documentation, reviewing scientific literature and leveraging the skills and experience of project team members. With a common regulator across all offshore petroleum approvals, having ready access to the best and most up-to-date information is critical to meet their expectations. The impact and risk assessment process that underpins the environmental approval is complex and requires a step-by-step approach to establish context (both technical and environmental), identify and assess impacts and propose controls, all while seeking input from stakeholders and monitoring performance. Each of these tasks requires different skill sets, and the key to success is in recognising this and responding by finding the right combination of competency and experience in project team resources. This paper discusses these critical success factors and explores in detail the skill sets that best support impact and risk assessment and subsequent environmental approval for oil and gas activities in Australia.

scholarly journals Tolerating and Managing Failure: An Organizational Perspective on Customer Reacquisition Management

2020 ◽  
Vol 84 (5) ◽  
pp. 117-136 ◽  
Author(s):  
Arnd Vomberg ◽  
Christian Homburg ◽  
Olivia Gwinner
Keyword(s):  
Design Theory ◽  
Organizational Design ◽  
Psychological Ownership ◽  
Organizational Level ◽  
Organizational Environments ◽  
Beneficial Effects ◽  
Firm Financial Performance ◽  
Failure Tolerance ◽  
Organizational Perspective ◽  
The Impact

Although reacquiring customers can lead to beneficial outcomes, reacquisition processes are often unpleasant for employees, who may be required to admit and address failures. Because many organizational environments reward success and punish failure, companies need to understand how to create an organizational environment that stimulates customer reacquisitions. This study investigates the impact of failure-tolerant cultures and formal reacquisition policies on successful customer reacquisition management. Drawing on organizational design theory and psychological ownership theory, the authors find that failure-tolerant cultures have an inverted U-shaped effect on reacquisition performance because moderate failure tolerance increases reacquisition attempts while not inducing more failures or increasing their severity. Formal reacquisition policies, in contrast, have a positive linear relationship. Notably, formal reacquisition policies do not conflict with failure-tolerant cultures but enhance the beneficial effects of failure tolerance on reacquisition performance; formal reacquisition policies provide guidance for reacquisition attempts that failure-tolerant cultures inspire. Finally, results show that customer reacquisition performance is positively related to overall firm financial performance, a finding that emphasizes the managerial and organizational-level importance of reacquisition management.

Servant leadership: a new perspective to explore project leadership and team effectiveness

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ahmed Bilal ◽  
Ahmad Siddiquei ◽  
Muhammad Ali Asadullah ◽  
Hayat Muhammad Awan ◽  
Fahad Asmi
Keyword(s):  
Servant Leadership ◽  
Leadership Style ◽  
Team Effectiveness ◽  
Project Team ◽  
Equation Modeling ◽  
Team Process ◽  
Content Type ◽  
Goal Clarity ◽  
Multi Level ◽  
The Impact

Purpose Servant leadership is a new follower-centric style of leadership. The purpose of this paper is to examine the impact of the project leaders’ servant leadership style on project team effectiveness via team goal clarity and team process clarity within the project-based organizational context. Design/methodology/approach A total of 58 teams working in 3 project-based organizations participated in the survey study. Team members rated their project leaders’ servant leadership style, team goal clarity and team process clarity in the project, while leaders evaluated team effectiveness. Hypotheses were tested using multi-level structural equation modeling. Findings Results suggested that servant leadership had a positive and significant impact on project team effectiveness via team goal clarity and team process clarity. Originality/value The study examined the influence of servant leadership as a team leadership approach within a project context. As a multi-level design, the study also identified the team-specific mechanisms (team goal clarity and team process clarity), which could help accomplish team effectiveness.

Enterprise Systems, Power and Improvisation

2018 ◽  
pp. 237-267
Author(s):  
David W. Wainwright ◽  
Teresa S. Waring
Keyword(s):  
Enterprise Systems ◽  
Digital Technologies ◽  
Lessons Learned ◽  
Theory And Practice ◽  
Organizational Environments ◽  
Integrated Technology ◽  
Sociotechnical Theory ◽  
Working Practices ◽  
The Impact

Enterprise systems (ES) have been extensively procured in large organizations but much research fails to develop sociotechnically informed approaches that facilitate their implementation whilst understanding the impact of integrated technology on professional working practices within complex organizational environments. This chapter takes a critically informed sociotechnical approach to power and improvisation in ES implementation. The contribution is a combined “circuits of power-improvisation” (CPI) framework which can facilitate a better understanding of ES implementation, sociotechnical theory, and practice. Practical lessons learned from the study may potentially be used to avoid some of the problems experienced with the over-zealous and rapid introduction of digital technologies into university organizations where the risk is that they become a student mass production system. It highlights the important role of power and improvisation, enabled and afforded by new digital technologies, in what may be misrepresented as planned strategic and deliberate organizational change.

PP35  Evaluation of a rotational model of advanced paramedic practice in north wales: a logic model approach to demonstrate effectiveness

2020 ◽  
Vol 37 (10) ◽  
pp. e16.3-e17
Author(s):  
Duncan Robertson ◽  
Bob Baines ◽  
Gemma Nosworthy ◽  
Wyn Thomas ◽  
Mark Timmins ◽  
...  
Keyword(s):  
Primary Care ◽  
Project Team ◽  
Logic Model ◽  
Evaluation Framework ◽  
Theory Of Change ◽  
External Evaluation ◽  
Rotational Model ◽  
Career Options ◽  
The Impact ◽  
Model Approach

BackgroundUK Ambulance Services are under pressure to retain paramedics as diverse career options become increasingly available throughout the NHS for this valuable group of staff. Rotational working is one means of providing a varied clinical portfolio with the aim of sustaining an ambulance service based career over a longer work-span. Prior to implementing a test of an Advanced Paramedic Practitioner (APP) focussed three-part model of rotation which included Primary Care, Clinical Contact Centre and Solo Responding, an effective evaluation framework was required.MethodsThe aims of the project were refined during initial team planning and a project workshop which articulated the conditions for success. The theory of change was subsequently developed through a team-based facilitated session culminating in the development of a driver diagram. Due to the predominantly linear nature of the project and design, a Logic Model approach was selected to then map and construct the detailed evaluations required for each of the key areas identified.ResultsSeven individual elements for evaluation were identified through this design process. These comprised of four core areas including the impact of the rotation on Patients, Primary Care, The APPs and Welsh Ambulance Services NHS Trust which would be managed by the project team. In addition, the framework identified elements suitable for external evaluation which consisted of the economic evaluation, a deeper exploration of patient experiences and project effectiveness. External evaluation would test the validity of the overall approach to the project by the internal team and stakeholders. The derived Logic Models were designed to enable formative and summative evaluation throughout the opening phase of the rotation.ConclusionsUsing this approach, the project team have constructed a robust, but testable model of evaluation, with the flexibility to map changes as the evaluation yields specific learning points about the project.

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