scholarly journals Top management involvement in project management

2008 ◽  
Vol 1 (4) ◽  
pp. 498-511 ◽  
Author(s):  
Ofer Zwikael
Keyword(s):  
Project Management ◽  
Top Management ◽  
Management Involvement

How Project Management and Top Management Involvement Affect the Innovativeness of Professional Service Organizations—An Empirical Study on Hospitals

2019 ◽  
Vol 50 (4) ◽  
pp. 460-475 ◽  
Author(s):  
Carsten Schultz ◽  
Jan Graw ◽  
Søren Salomo ◽  
Alexander Kock
Keyword(s):  
Project Management ◽  
Empirical Study ◽  
Service Organizations ◽  
Professional Service ◽  
Top Management ◽  
Firm Innovativeness ◽  
Objective Performance ◽  
Innovation Projects ◽  
Potential Interactions ◽  
Management Involvement

This study investigates how top management involvement and project management professionalization affect firm innovativeness. We focus on hospitals as representative of professional service organizations characterized by pluralistic individual and organizational interests. A multiyear analysis of project management survey and objective performance data of 90 hospitals indicates that top management involvement in innovation projects reduces hospital innovativeness, and project management professionalization increases hospital innovativeness. However, increasing project management professionalization simultaneously strengthens top management involvement’s effectiveness. The results contribute to our understanding of potential interactions and different effects of project management efforts at different organizational levels in professional service organizations.

PENGARUH DUKUNGAN MANAJEMEN PUNCAK, MANAJEMEN PROYEK DAN KETERLIBATAN PENGGUNA TERHADAP TINGKAT KESUKSESAN IMPLEMENTASI ENTERPRISE RESOURCE PLANNING PADA PERUSAHAAN DI JABODETABEK

2017 ◽  
Vol 2 (2) ◽  
pp. 147-154
Author(s):  
Julian Aristo
Keyword(s):  
Project Management ◽  
Enterprise Resource Planning ◽  
User Involvement ◽  
Resource Planning ◽  
Business Environment ◽  
Top Management ◽  
Management Support ◽  
Erp Systems ◽  
Factors Affecting ◽  
Top Management Support

Enterprise Resource Planning (ERP) systems have become vital strategic tools in today’s competitive business environment. Implementation of ERP systems is a highly complex process which is influenced not only by technical, but also by other factors. The purpose of this research to find out factors influencing the success of ERP implementations in companies in Jabodetabek. In this research three factors of success implementation ERP were selected on the bases of previous research that includes top management support, project management and user involvement. The results indicate that top management support and project management are key factors affecting the success of ERP implementations, while user involvement does not affect the success of ERP implementations. Top management support, project management and user involvement affect the success rate of 72.7% of ERP implementations. While the rest equal to 27.3% influenced by other variables not included in this research model. Keywords: Enterprise Resource Planning, Top management support, project management, user involvement

Mit Projekten Unternehmen erfolgreich führen

2012 ◽  
Vol 53 (4) ◽  
pp. 15-20
Author(s):  
Andreas Wald ◽  
Reinhard Wagner ◽  
Christoph Schneider
Keyword(s):  
Project Management ◽  
Management Practice ◽  
Top Management ◽  
Strategy Formulation ◽  
Corporate Executives ◽  
Strategic Role ◽  
Important Means ◽  
Operational Issues

Projekte als temporäre Form der Zusammenarbeit spielen eine wichtige Rolle im Rahmen der Formulierung und Umsetzung von Strategien. Projekte werden auch zunehmend dazu eingesetzt, Innovationen zu generieren und organisatorischen Wandel herbeizuführen. Trotz dieser hohen strategischen Bedeutung von Projekten ist die Disziplin des Projektmanagements primär auf operative Fragen ausgerichtet. In diesem Beitrag präsentieren wir daher eine Studie zu den strategischen Aspekten von Projekten. Wir haben Unternehmenslenker zur strategischen Bedeutung von Projekten befragt und untersucht, wie diese in der Unternehmensführung eingesetzt werden und wie das Topmanagement gezielt organisationale Projektmanagementkompetenz aufbauen kann. Konkret werden dabei die Bereiche Führung, Struktur und Prozesse sowie Unternehmenskultur betrachtet. Der Beitrag schließt mit der Ableitung von Empfehlungen für die Projektpraxis. Although projects are important means for strategy formulation and implementation, the discipline of project management focuses mainly on operational issues. This article therefore presents the results of a study on the strategic dimensions of projects. We asked corporate executives about the strategic role of projects and on how top management can create organizational project competence. We caonclude by deriving implications for project management practice. Keywords: wissenstransfer, wissensmanagement, projektstrategie, projektintensität, projektifizierung

Project team effectiveness: the case for sufficient setup and top management involvement

2008 ◽  
Vol 19 (4) ◽  
pp. 301-311 ◽  
Author(s):  
S.A. McComb ◽  
D.M. Kennedy ◽  
S.G. Green ◽  
W.D. Compton
Keyword(s):  
Team Effectiveness ◽  
Project Team ◽  
Top Management ◽  
Management Involvement

scholarly journals Perceived Organizational ERP Benefits for SMEs: Middle Eastern Perspective

10.28945/2301 ◽  
2015 ◽  
Vol 10 ◽  
pp. 145-172 ◽  
Author(s):  
Soud Almahamid ◽  
Omer Awsi
Keyword(s):  
Organizational Culture ◽  
Project Management ◽  
Business Process ◽  
Business Process Reengineering ◽  
Process Reengineering ◽  
Top Management ◽  
Management Support ◽  
Perceived Benefits ◽  
Positive Correlation ◽  
Top Management Support

This study aims to examine the impact of organizational environment (top management support, company-wide support, business process reengineering, effective project management, and organizational culture) and enterprise resource planning (ERP) vendor environment (ERP vendor support) on ERP perceived benefits. In order to achieve the study’s aim, a questionnaire was developed based on the extant literature to collect relevant data from the research informants. The population for this research consisted of all users of Microsoft Dynamics Great Plains (a typical type of enterprise system), which is frequently used in Jordanian companies in Amman City. A random sample of 30% of the research population was selected. The results revealed that business process reengineering, effective project management, company-wide support, and organizational culture have a positive correlation with ERP perceived benefits, whereas top management support does not. In addition, there is a significant positive correlation between vendor support and ERP perceived benefits. Academic and practical recommendations are provided.

scholarly journals Can Leaders’ Humility Enhance Project Management Effectiveness? Interactive Effect of Top Management Support

2021 ◽  
Vol 13 (17) ◽  
pp. 9526
Author(s):  
Mudassar Ali ◽  
Li Zhang ◽  
Zhenduo Zhang ◽  
Muhammad Zada ◽  
Abida Begum ◽  
...  
Keyword(s):  
Project Management ◽  
Research Question ◽  
Interactive Effect ◽  
Top Management ◽  
Management Support ◽  
Management Effectiveness ◽  
Employee Creativity ◽  
Top Management Support ◽  
Time Lagged ◽  
Humble Leadership

This paper aims to explore the effect of humble leadership on project management effectiveness by integrating the mediating role of employee creativity. Top management support moderates the direct (humble leadership and project management effectiveness) and indirect relationships through employee creativity. Time-lagged data were obtained from 332 persons working in a matrix organization on sustainable information technology projects. The results show that humble leadership enhances project management effectiveness by mediating and moderating processes. This study provides a solution to an underlying research question that has gone unanswered in prior studies. What are the strategies proposed for humble leadership in fostering the effectiveness of project management?

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