Exploring project managers’ accountability

2019 ◽  
Vol 12 (4) ◽  
pp. 919-937 ◽  
Author(s):  
Davar Rezania ◽  
Ron Baker ◽  
Andrew Nixon
Keyword(s):  
Agency Theory ◽  
Organizational Context ◽  
Critical Realism ◽  
Project Managers ◽  
Content Type ◽  
Face To Face ◽  
Face Negotiation ◽  
Project Governance ◽  
Project Deliverables ◽  
Practical Implications

Purpose Despite the importance of accountability for the oversight of projects, few studies have directly examined accountability mechanisms at the project level. While the literature already provides descriptions of governance and mechanisms of accountability, the purpose of this paper is to examine how project managers view their accountability relationships within their organizational context. Design/methodology/approach The study is guided by critical realism as a philosophy of science. The authors interviewed 15 project managers from 12 organizations and analyzed the transcripts in the light of existing project management accountability literature. Findings The authors observe the practice of socializing accountability through face-to-face negotiation and symmetries of power due to interdependencies happen to some extent in management of projects. This suggests ambidexterity in accountability in project-based organizations. Therefore, the current models of project accountability and governance that are solely based on the agency theory are not sufficient to explain the accountability relationships in such organizations. Practical implications Accountability arrangements happen within a system for steering projects. Managers should be aware of how project managers view their accountability and how socializing practices of accountability can help the project’s management and the organization’s management interact in order to transform organizational systems by regulating issues of project concern and defining the process and direction of how project deliverables are produced, introduced, absorbed and used within the organization. Originality/value “Theory driven” interviews and analysis are used to confirm or refine conceptualization of accountability in management of projects. Most models of project governance are based on the agency theory or governability theory. The authors have demonstrated that socializing practices of accountability should be included in investigating project governance. The authors observe that project managers are often concerned with the interdependence with their principals and the socializing processes of accountability that arise from this interdependence.

When anger and happiness generate concessions: investigating counterpart’s culture and negotiation intentions

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jimena Y. Ramirez-Marin ◽  
Adrian Barragan Diaz ◽  
Felipe A. Guzman
Keyword(s):  
Role Playing ◽  
Content Type ◽  
Face To Face ◽  
Face Negotiation ◽  
Different Types ◽  
Mediating Mechanisms ◽  
Intercultural Negotiation ◽  
The Relationship ◽  
Empirical Implications ◽  
Practical Implications

Purpose Drawing from the emotions as social information theory, this paper aims to investigate the differential effects of emotions in inter vs intracultural negotiations. Design/methodology/approach The authors used one face-to-face negotiation and two experimental scenario studies to investigate the influence of emotions (anger vs happiness) and negotiation type (intercultural vs intracultural) on concession behavior. Findings Across the three studies, the results consistently show that angry opponents from a different national culture obtain larger concessions from negotiators. A face-to-face negotiation shows that happy opponents from the same culture are able to obtain larger concessions from negotiators. Additionally, the negotiator’s intentions to compromise and yield mediate the relationship between the interaction of emotions and counterpart’s culture on concessions. Research limitations/implications Two limitations are that the studies were conducted in a single country and that they use different types of role-playing designs. The empirical implications provide evidence of the moderating effect of the counterpart’s culture on the effect of anger on concessions. Then, providing two different mechanisms for concessions. Practical implications The research helps global negotiators who face counterparts from different nationalities. It suggests that these negotiators should be mindful of their counterpart’s emotions in intercultural negotiation as anger seems to generate more concessions in this setting. Originality/value The article is among the first studies to show that the combination of the counterpart’s culture and emotions has an effect on concessions in negotiation. Compromising and yielding are mediating mechanisms for this moderated effect. As opposed to previous studies that use one type of research design, the research combines face-to-face and scenario methodologies to test the predictions.

Stop improvising change management!

2009 ◽  
Vol 37 (2) ◽  
pp. 38-44 ◽  
Author(s):  
Hans Henrik Jørgensen ◽  
Lawrence Owen ◽  
Andreas Neus
Keyword(s):  
Change Management ◽  
Project Managers ◽  
Work Study ◽  
Related Factors ◽  
Content Type ◽  
Face To Face ◽  
Managing Change ◽  
What Works ◽  
Achievable Goal ◽  
Practical Implications

PurposeA major IBM consulting survey finds that most CEOs consider themselves and their organizations to be executing change poorly. In contrast, there are a few out‐performers (top 20 percent) who are the change masters. The paper seeks to analyze why most companies are managing change poorly while those few are doing it well.Design/methodology/approachThe IBM Global Making Change Work Study explored differences in how change was implemented by over 1,500 practitioners worldwide. IBM conducted surveys and face‐to‐face interviews with project leaders, sponsors, project managers and change managers from many of the world's leading organizations.FindingsThe study finds that change management is at a turning point: from an art to a professional discussion; from improvisation to a richer, more systematic approach, based on clear empirical perspectives on what works and what does not.Practical implicationsAlthough many practical insights – about closing the “change gap” – were identified, the real message is that companies can no longer justify or afford an improvised approach to change management.Originality/valueThe Making Change Work study shows that executing change well remains the exception, though it is certainly an achievable goal. The research with practitioners revealed practical insights about closing the change gap – including the insight that “soft,” people‐related factors typically present greater challenges than hard, technology‐related factors that are generally easier to identify and measure.

Dave Snowden on KM and big data/analytics: interview with David J. Pauleen

2017 ◽  
Vol 21 (1) ◽  
pp. 12-17 ◽  
Author(s):  
David J. Pauleen
Keyword(s):  
Big Data ◽  
Data Analytics ◽  
Big Data Analytics ◽  
Theory And Practice ◽  
Content Type ◽  
Face To Face ◽  
The Relationship ◽  
A Company ◽  
Practical Implications ◽  
Scientific Officer

Purpose Dave Snowden has been an important voice in knowledge management over the years. As the founder and chief scientific officer of Cognitive Edge, a company focused on the development of the theory and practice of social complexity, he offers informative views on the relationship between big data/analytics and KM. Design/methodology/approach A face-to-face interview was held with Dave Snowden in May 2015 in Auckland, New Zealand. Findings According to Snowden, analytics in the form of algorithms are imperfect and can only to a small extent capture the reasoning and analytical capabilities of people. For this reason, while big data/analytics can be useful, they are limited and must be used in conjunction with human knowledge and reasoning. Practical implications Snowden offers his views on big data/analytics and how they can be used effectively in real world situations in combination with human reasoning and input, for example in fields from resource management to individual health care. Originality/value Snowden is an innovative thinker. He combines knowledge and experience from many fields and offers original views and understanding of big data/analytics, knowledge and management.

scholarly journals Stewardship theory: is board accountability necessary?

2017 ◽  
Vol 59 (6) ◽  
pp. 1292-1314 ◽  
Author(s):  
Andrew Keay
Keyword(s):  
Corporate Governance ◽  
Agency Theory ◽  
Design Methodology ◽  
Agency Problems ◽  
Stewardship Theory ◽  
Content Type ◽  
General Terms ◽  
Practical Implications

Purpose The purpose of the paper is to demonstrate that notwithstanding the fact that stewardship theory embraces things like trust of directors, their professionalism, loyalty and willingness to be concerned for the interests of others, as well as rejecting the foundations of classic agency problems that are asserted by agency theory, board accountability is as relevant to stewardship theory as it is to agency theory. Design/methodology/approach The paper applies the theory underlying board accountability in corporate governance, which is so often applied both in the corporate governance literature and in practice with agency theory in mind, to stewardship theory. Findings While the idea of accountability of boards is generally associated with an explanation and conceptualisation of the role and behaviour of directors as agents within classic agency theory, the paper demonstrates that board accountability is a necessary part of board life even if the role of directors is explained and conceptualised in terms of stewardship theory. Practical implications The paper suggests some accountability mechanisms that might be employed in a stewardship approach. Originality/value While many authors have talked in general terms about board accountability and its importance, this is the first paper that has engaged in a substantial study that links board accountability directly with stewardship theory, and to establish that accountability is necessary.

The impact of project methodologies on project success in different project environments

2016 ◽  
Vol 9 (2) ◽  
pp. 364-388 ◽  
Author(s):  
Robert Joslin ◽  
Ralf Müller
Keyword(s):  
Project Success ◽  
Research Model ◽  
Content Type ◽  
Industrial Sectors ◽  
Project Environment ◽  
Project Governance ◽  
The Impact ◽  
Matching Techniques ◽  
The Relationship ◽  
Practical Implications

Purpose – The purpose of this paper is to qualitatively validate the constructs of a theoretically derived research model while gaining insights to steer the direction of a greater study on methodologies, their elements, and their impact on project success. In doing so, to investigate whether different project environments, notably project governance, impacts the relationship between methodologies and project success. Design/methodology/approach – A deductive approach was applied to validate a theoretically derived research model. In total, 19 interviews across 11 industrial sectors and four countries were used to collect data. Pattern-matching techniques were utilized in the analysis to deductively validate the research model. Findings – There is a positive relationship between project methodology elements and the characteristics of project success; however, environmental factors, notably project governance, influence the use and effectiveness of a project methodology and its elements with a resulting impact on the characteristics of project success. Research limitations/implications – Project governance plays a major role in the moderating effect of a project methodology’s effectiveness. Contingency theory is applicable to a project’s methodology’s selection and its customization according to the project environment. Practical implications – Understand the impact of project methodologies and their elements on the characteristics of project success while being moderated by the project environment, for example, the risk of suboptimal project performance due to the effectiveness of methodology elements being negatively impacted by the project environment. Originality/value – The impact of a project methodology (collection of heterogeneous-related elements) on the characteristics of project success is identified while being moderated by the project environment, notably project governance.

Mixing the human cocktail of employee contentment

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Job Satisfaction ◽  
Work Performance ◽  
Extrinsic Motivation ◽  
Organizational Context ◽  
Intention To Stay ◽  
Content Type ◽  
Survey Results ◽  
Pertinent Information ◽  
Emotionally Intelligent ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concentrates on emotionally intelligent ways of tracking employee contentment, as a route to understanding how job satisfaction manifests. The Taiwanese survey results revealed that employee's experiencing contentment strongly boosts their job satisfaction, their work performance, and their intention to stay working at the company. Job satisfaction most powerfully drives intention to stay, while contentment is best at driving work performance. The most powerful upward shift in employee contentment was derived from the organizational context, followed by intrinsic motivation, and finally by extrinsic motivation. Originality/value The briefing saves busy executives, strategists and researchers’ hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Leading the way: how project manager strengths can influence team resilience

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Case Studies ◽  
Reading Time ◽  
Project Managers ◽  
Project Manager ◽  
Content Type ◽  
Signature Strengths ◽  
Team Resilience ◽  
Pertinent Information ◽  
The Impact ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The study takes empirical data from three case studies of projects that have faced setbacks to explore the impact of project manager signature strengths on team resilience and finds that four signature strengths, leadership, open-mindedness, persistence and hope, were present in project managers across all three case studies. Originality The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Drivers for voluntary intellectual capital reporting based on agency theory

2019 ◽  
Vol 20 (2) ◽  
pp. 264-281 ◽  
Author(s):  
Viktoria Goebel
Keyword(s):  
Propensity Score ◽  
Agency Theory ◽  
Propensity Score Matching ◽  
Intellectual Capital ◽  
Integrated Reporting ◽  
Content Type ◽  
The Relationship ◽  
Practical Implications ◽  
Management Report

PurposeThe purpose of this paper is to investigate the drivers for voluntary intellectual capital (IC) reporting based on agency theory. This study responds to calls for critical investigations of IC reporting utilising Goebel’s (2015a) IC measuring approach to investigate the role of IC value and mispricing for IC reporting.Design/methodology/approachA mandatory management report offers a unique research setting in Germany. The content analysis results of 428 German management reports are used in a regression analysis with leverage, ownership diffusion, IC value and mispricing. Additionally, a propensity score matching approach examines the relationship between IC reporting and IC value.FindingsThe regression results show that companies use voluntary IC reporting to encounter mispricing. IC reporting is negatively associated with leverage, whereas ownership diffusion and IC value show no significant results. The propensity score matching approach is also not significant.Research limitations/implicationsThis study contributes to strengthening and testing agency theory for IC reporting. As mispricing is identified to play an important role for IC reporting, IC research should account for mispricing.Practical implicationsThe findings suggest to reopen a discussion on the declared aims of the German management report and the international integrated reporting model to provide information on value creation, as IC value shows no link to IC reporting.Originality/valueThis study innovatively links IC reporting to IC value and mispricing to investigate drivers for voluntary IC reporting.

Collaboration in the context of micro businesses

2014 ◽  
Vol 26 (3) ◽  
pp. 254-270 ◽  
Author(s):  
Abel Duarte Alonso ◽  
Alessandro Bressan
Keyword(s):  
Academic Research ◽  
Limited Attention ◽  
Economic Downturn ◽  
Collaborative Relationships ◽  
Content Type ◽  
Face To Face ◽  
Telephone Interviews ◽  
External Pressures ◽  
Further Development ◽  
Practical Implications

Purpose – Collaboration among businesses, particularly in the current global economic downturn, can be a key strategy contributing to their survival. This study examines the case of micro firms involved in Terracotta art in Impruneta, Italy, and the extent to which collaboration occurs among the local artisans. In doing so, the study aims to consider collaboration theory in the context of micro firms. Design/methodology/approach – Semi-structured, face-to-face and telephone interviews were conducted among the owners and managers of ten of Impruneta's 16 Terracotta firms. Findings – Whilst much of the academic literature highlights the multiple benefits of collaborative relationships, most participants acknowledge very limited engagement in collaboration. From the comments gathered, two distinct groups emerged, one composed of members of the local Terracotta association, who to some extent collaborate with one another, and the second, the non-members, who pursue their interests individually, or marginally collaborate outside Impruneta. Further, a number of barriers preventing collaboration were identified. Practical implications – The apparent weak collaborative relationships among respondents may have ramifications for the further development of their sector, for instance, restricting innovation and marketing know-how, both of which could help address such external pressures as competition. The involvement of third parties, such as the local town hall or chambers of commerce, was suggested by several participants to help increase collaboration. Originality/value – The study focuses on micro firms, a group that, despite its relevance for many countries' economies, has received limited attention from academic research, including with regard to collaboration and collaboration theory.

Confronting the nameless-faceless: a duoethnography of navigating turnover and early career socialization

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Norma López ◽  
Demetri L. Morgan
Keyword(s):  
Organizational Context ◽  
Early Career ◽  
Professional Commitment ◽  
Academic Socialization ◽  
Faculty Roles ◽  
Content Type ◽  
Self Reflection ◽  
Left Behind ◽  
Early Career Faculty ◽  
Practical Implications

PurposeThe purpose of this duoethnography was to share our narratives as a left-behind early career faculty (ECF) and graduate student with minoritized identities and reflect on academic socialization processes. Specifically, when many scholars are raising alarms about the retention and success of faculty with minoritized identities, it is crucial to recognize the dimensions of socialization within the organizational context of academia.Design/methodology/approachThe authors sought an approach that would facilitate the interrogation of the overlap and divergence of the authors’ perspectives. Duoethnography research design was chosen for its focus on self-reflection as well as on the importance of the expression and consideration of those diverging perspectives. The goal was collaboration to generate a discussion that deepens a complex understanding of socialization in and professional commitment to academia.FindingsThe central insight that surfaced from the analysis of our duoethnography data is the enhanced understanding of the “nameless-faceless” dimension of academic socialization. Endeavoring to understand why faculty leave and how those who are left behind make sense of that departure led the authors to examine the unknown entities the authors are responsible to and for so they may better understand their commitment to academia.Research limitations/implicationsThe authors’ findings reveal that the nameless–faceless element is just a generalized behavior adopted in the interest of restricted and individual advantage. Diversity and equity practices are touted as a priority, but frequently, institutions act in ways that establish their own self-interests. The authors argue that we are all the nameless–faceless when they participate in academic norms that work to uphold and perpetuate traditional practices in academia.Practical implicationsThe authors’ findings point to intentional mentoring and integration of responsibility in faculty roles as potential recruitment and retention tools.Originality/valueThe authors extend the importance of collaboration and mentorship in retaining graduate students and EFC to the concept of intertwined professional commitment, or the theory that it is not simply the outcomes that are influenced by the support and cooperation between faculty with minoritized identities but that our professional commitment to academia is strengthened by that collaboration and witnessing each other's purpose and motivation to remain in academia.

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