Temporary and permanent aspects of project organizing – operation and maintenance of road infrastructure

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Emilia Nilsson Vestola ◽  
Per Erik Eriksson ◽  
Johan Larsson ◽  
Tina Karrbom Gustavsson
Keyword(s):  
Management Practices ◽  
Project Managers ◽  
Project Organization ◽  
Content Type ◽  
Study Approach ◽  
Time Task ◽  
Temporary Organizations ◽  
Operation And Maintenance ◽  
Task Team ◽  
Project Organizations

PurposeThe purpose of this paper is to explore the interdependencies between temporary and permanent aspects of project organizing and how they affect the management of public infrastructure operation and maintenance (O&M) activities.Design/methodology/approachThe paper applies a case study approach and uses Lundin and Söderholm's (1995) framework of the temporary organization (with the themes of time, task, team and transition) to distinguish between temporary and permanent aspects of organizing two infrastructure O&M projects.FindingsThis paper adds to the literature on temporary organizations by recognizing a mixture of temporary and permanent aspects of project organizing in an empirical project-level example. In line with previous research, the themes of time, task, team and transition were shown to be interdependent. Furthermore, the paper broadens the theory of temporary organizations by presenting a project organization with significant permanent aspects.Practical implicationsProject managers of public sector projects need to be aware of the possible mixture of temporary and permanent aspects of project organizing. Management of projects that are found to have a mixture of temporary and permanent aspects should combine the perspectives and management practices of both temporary and permanent organizing. Not acknowledging permanent aspects could lead to management that is not adapted to the prerequisites of project organizing in this context.Originality/valueThe findings further develop the literature on temporary organizations by recognizing that there is not only a mixture of temporary and permanent aspects between the temporary organization and its permanent environment but there is also a mixture of temporary and permanent aspects of organizing within project organizations.

Comparison of performance measurement in different purchasing and supply management practices

2018 ◽  
Vol 67 (8) ◽  
pp. 1290-1309 ◽  
Author(s):  
Aki Jääskeläinen
Keyword(s):  
Performance Measurement ◽  
Case Studies ◽  
Management Practices ◽  
Functional Integration ◽  
Development Project ◽  
Supply Management ◽  
Measurement Development ◽  
Content Type ◽  
Study Approach ◽  
Service Purchasing

PurposeThe purpose of this paper is to compare the characteristics of performance measurement in cross-functional and supplier-oriented purchasing and supply management (PSM) practices. It clarifies the purposes and content of performance measurement in three PSM practices.Design/methodology/approachA multiple case study approach is utilized in this study. Each of the cases is related to a contemporary performance measurement development project during the period 2015–2016. Interviews are conducted to obtain a pre-understanding of the research questions at hand. The case studies continue as an action research including measurement development workshops.FindingsIdentification of causalities between measurement objects and the measurement value benefits are contemporary issues of performance measurement development in the PSM context. The findings indicate that the measurement of outputs and outcomes instead of inputs and measurement supporting supplier relationship management is increasingly important in the service context. Measurement purpose affects the characteristics of PSM performance measurement. This study identifies that more informal control and non-standard measures are needed in interactive PSM practices such as cross-functional integration.Research limitations/implicationsThe study provides practical examples of performance measurement in service purchasing, classifies the characteristics of performance measurement and highlights the need to extend the scope of measurement in the PSM context. The findings of the case studies reported support practitioners in developing performance measurement that satisfies contemporary managerial needs.Originality/valueEarlier studies are often not explicit with the purpose of performance measurement. This study contributes to the existing literature by linking performance measurement characteristics to the understanding of PSM practices and providing a wider overview of the varying characteristics of performance measurement supporting strategic purchasing of services.

Policy implementation in the era of accelerating projectification: Synthesizing Matland’s conflict–ambiguity model and research on temporary organizations

2017 ◽  
Vol 33 (4) ◽  
pp. 447-465 ◽  
Author(s):  
Christian Jensen ◽  
Staffan Johansson ◽  
Mikael Löfström
Keyword(s):  
Policy Implementation ◽  
Public Administration ◽  
Public Policies ◽  
Structural Form ◽  
Project Organization ◽  
The Public ◽  
Temporary Organizations ◽  
Starting Point ◽  
Project Organizations ◽  
Entity Relationship

It has become increasingly common to use the project as a form of organization when implementing public policies. Previous research has identified political, administrative and organizational motives behind this trend towards more project-based organizations within the public administration. The problem is that project-based organization carries inherent problems and special challenges when these projects are supposed to be implemented in permanent agencies and organizations. The purpose of this paper is to identify problems and challenges that public administrations face when ‘the project organization’ is used as a structural form of organization in implementing different kinds of public policies. The article takes its starting point in the policy implementation research and especially in Matland’s conflict-ambiguity model. This research tradition is complemented by a review of research on temporary organizations, which draws attention to some inherent and significant characteristics of project organizations, that is the concepts of entity, relationship and time. Our analysis shows that the use of project organization puts special demands on the players involved, and if these are not taken into account, there is a high risk that projects designed to bring about social change will not produce the effects that policymakers and citizens expect.

scholarly journals Environmental management control systems for carbon emissions

2017 ◽  
Vol 1 (1) ◽  
pp. 39-50 ◽  
Author(s):  
Nadia Di Giacomo ◽  
James Guthrie ◽  
Federica Farneti
Keyword(s):  
Environmental Management ◽  
Carbon Emissions ◽  
Management Practices ◽  
Air Travel ◽  
Management Control ◽  
Policy And Practice ◽  
Content Type ◽  
Case Study Analysis ◽  
Study Approach

Purpose This paper aims to focus on a global consulting company and examine how it struggled to establish an effective environmental management control system for carbon emissions for its employees’ air travel. The organisation was motivated to reduce its carbon emissions both to comply with regulation and to enhance or maintain corporate reputation. Design/methodology/approach The paper takes a case study approach, examining internal and external documents as well as conducting interviews with senior staff. Findings The case study investigates how Beta’s management implemented a system to reduce carbon emissions. The organisation focused on air travel, but the study finds that employee travel preferences did not radically change. Rather than reduction in carbon emissions, as planned by head office, air travel carbon emissions actually increased during the period, and, as a consequence, the reported reduction targets were significantly adjusted downwards to meet the new realities. Practical/implications The study has implications for both policy and practice for organisations seeking to improve their sustainability performance. Originality/value The study responds to calls in the literature to undertake research to identify how management practices might reduce negative sustainability impacts, as there is little evidence of what management practices and accounting tools are being adopted, particularly in relation to carbon emissions from air travel. The paper adds to the creation of new accounting, giving visibility to carbon emission management through case study analysis.

scholarly journals Organisational ineffectiveness: environmental shifts and the transition to crisis

2014 ◽  
Vol 1 (4) ◽  
pp. 423-446 ◽  
Author(s):  
Denis Fischbacher-Smith
Keyword(s):  
Crisis Management ◽  
Management Practices ◽  
Theoretical Framework ◽  
Task Demands ◽  
Content Type ◽  
Study Approach ◽  
Organisational Effectiveness ◽  
Human Element ◽  
Crisis Events ◽  
Ordered State

Purpose – The purpose of this paper is to explore the notion of effectiveness in the context of organisational crisis. It considers the “darker” side of organisational effectiveness by exploring the processes by which effectiveness can be eroded as an organisation moves from an ordered state, through a complex one, and into a state of chaos, or crisis. It brings together complementary literatures on risk, crisis management, and complexity, and uses those lenses to frame some of the key processes that allow organisations to transition to a state that shapes their inabilities to remain effective. Design/methodology/approach – The paper sets out a theoretical framework for the analysis of a crisis event and does so in a way that emphasises the role of the human element in the various stages of a crisis: the incubation phase, the operational crisis, and the post-event legitimation phase. The paper uses the emerging crisis around the disappearance of Malaysia Airlines flight MH370 to illustrate some of the task demands associated with a crisis and the manner in which crisis events challenge the efficiencies and capabilities of organisations to deal with complex, multi-layered issues in which uncertainty is high. Given the emergent nature of that particular crisis, the use of the case is purely illustrative rather than analytically grounded in a normal case study approach. Findings – The paper highlights a number of underlying elements that contribute to the generation of crises and offers recommendations for managers on how to deal with those demands. The paper shows how an organisation can move from an ordered state into a complex or chaotic one and highlights some of the problems that arise when an organisation does not have the capabilities to respond to the task demands generated by such a shift in the environment. Practical implications – The paper challenges some of the normal practices of management in a “steady state” environment and highlights the need to consider the organisational capabilities that are necessary to deal with the transition from a stable to an unstable system state and ensure organisational effectiveness in the process. A core message within the paper is that the “normal” processes of management can contribute to the generation of crises as organisations prioritise short-term efficiencies over the strategies for longer-term effectiveness. The implications for crisis management practices are discussed. Social implications – The paper considers an issue that has wider applicability within society namely the relationships between organisational effectiveness and risk. The issues raised in the paper have applicability in a range of other societal settings. Originality/value – The key output from the paper is the development of a theoretical framework that allows for an analysis of the relationships between crises and organisational effectiveness. The paper argues that effectiveness and crisis management are intrinsically linked and that crises occur when organisational effectiveness is impaired. The paper highlights the role that template-based approaches to dealing with complex problems can have in terms of the generation of crisis events.

Performance management practices, employee attitudes and managed performance

2010 ◽  
Vol 24 (6) ◽  
pp. 507-530 ◽  
Author(s):  
James Kagaari ◽  
John C. Munene ◽  
Joseph Mpeera Ntayi
Keyword(s):  
Performance Management ◽  
Public Universities ◽  
Management Practices ◽  
Cost Effective ◽  
Cross Sectional Study ◽  
Employee Attitudes ◽  
University Education ◽  
Cross Sectional ◽  
Content Type ◽  
Study Approach

PurposeThe purpose of this paper is to establish the relationship between performance management practices, employee attitudes and managed performance.Design/methodology/approachUsing a disproportionate stratified purposive approach, a sample of 900 employees was drawn from four public universities in Uganda.FindingsThe paper reveals that performance management practices and employee attitudes are crucial for achievement of managed performance in public universities.Research limitations/implicationsThis was a cross‐sectional study that inherently has common method biases. Such biases could be minimised with replication of the study using a longitudinal study approach that would also unearth all salient issues that could have remained untouched.Practical implicationsThe paper emphasises the need for public universities to institutionalise result‐oriented relationships and adapt in the external hyper changing environment.Originality/valueThe paper calls for a new approach to managing employees in public universities with increasing demand for university education and stakeholder interests in delivery of cost‐effective quality services.

Robotizing shared service centres: key challenges and outcomes

2020 ◽  
Vol 31 (1) ◽  
pp. 157-178
Author(s):  
Alcidio Silva Figueiredo ◽  
Luisa Helena Pinto
Keyword(s):  
Institutional Theory ◽  
Management Practices ◽  
Positive Impact ◽  
Project Managers ◽  
Structured Interviews ◽  
Service Workers ◽  
Content Type ◽  
Shared Service ◽  
Internal Mobility ◽  
New Research

PurposeThe introduction of robotic process automation (RPA) in shared service centres (SSCs) can hardly be overlooked. This article, therefore, draws on the institutional theory to widen the understanding of its implementation and outcomes regarding people management. Drawing on the lens of the institutional theory and the literature on SSCs and RPA, this study addresses the key challenges and outcomes of robotization.Design/methodology/approachThe study follows a qualitative approach and a purposeful sampling design that collected data from six major SSCs) introducing robotization. Data were collected from semi-structured interviews with service representatives, including RPA project managers. A thematic content analysis was used.FindingsThe introduction of robotics follows mechanisms of coercive, normative and mimetic isomorphism and is effectively replacing workers. So far, this process has been managed through a few reactive people management practices, such as earlier retirements, internal mobility and outsourcing reduction, which warns of future tensions. The findings also show the emergence of new jobs, such as robot developers and robot managers.Originality/valueThe paper contributes to the limited empirical body of research in RPA in SSCs. The study is novel as it is one of the first offering an implementation roadmap for other SSCs and illustrates the positive impact on processes redesign. It also provides empirical evidence on the debate about the potential for service workers' replacement versus tasks augmentation. In the longer term, this study opens new research avenues related to the tensions and contradictions from the progressive institutionalization of robotization in service organizations.

Enriching project organizations with formal change agents

2017 ◽  
Vol 10 (3) ◽  
pp. 578-599 ◽  
Author(s):  
Pernille Eskerod ◽  
Just Bendix Justesen ◽  
Gisela Sjøgaard
Keyword(s):  
Project Success ◽  
Change Agents ◽  
Top Management ◽  
Management Support ◽  
Project Organization ◽  
Content Type ◽  
Starting Point ◽  
Project Organizations ◽  
Change Projects ◽  
Group Members

Purpose Project success requires effective and efficient cooperation between the project organization and the permanent organization in which the project takes place. The purpose of this paper is to discuss potentials and pitfalls from enriching project organizations by appointing peers as formal change agents. Design/methodology/approach The paper is based on a literature review and a multiple-case study in which six organizations participated in an action-oriented research project. The aim for the organizations was to obtain a better health status among the employees by accomplishing an internal change project that enhanced physical activity at the workplace and in leisure time. Change agents in the form of peer health ambassadors were selected by middle management and hereafter trained by the project representatives. Findings The findings suggest that the selection of change agents and middle and top management support are major determinants of success within change projects. To select change agents that the employees respect and can identify with, combined with top management prioritization, is important in order for the project organization to benefit from the additional role. Practical implications Selecting the “wrong” change agents can jeopardize a change project, even when the project is supported by top management and the target group members at the starting point are highly motivated to change. Originality/value The research contributes to the understanding of project organizing by building theory on how formal peer change agents can enhance project success in change projects.

Performance management, budgeting, and legitimacy‐based change in educational organisations

2009 ◽  
Vol 5 (2) ◽  
pp. 168-196 ◽  
Author(s):  
Carolyn Fowler
Keyword(s):  
New Zealand ◽  
Performance Management ◽  
Primary Education ◽  
Management Practices ◽  
Policy Implications ◽  
Content Type ◽  
Reporting Practices ◽  
Study Approach ◽  
And Performance ◽  
And Control

PurposeThe purpose of this paper is to document the types of and any changes in the budgeting and performance management practices of New Zealand primary educational organisations and explain why they occurred using an institutional theory framework. In doing so, it will provide an understanding of past budgeting and performance measurement and reporting practice, as well as consider the policy implications for the contemporary public‐provided primary education system.Design/methodology/approachThe paper uses a historical archival‐based case study approach.FindingsThe historical evidence suggests that from 1844 until 1859 budgeting and performance management practices in educational organisations changed as the provision and control of education moved from not‐for‐profit community‐based organisations to become a predominantly public function. The budgeting, inspection and performance management practices and changes observed in the primary education providers were directly related to their need to obtain legitimacy and procure resources.Practical implicationsThe detailed information regarding historical budgeting and performance management practices provides rich background material for researchers as well as suggesting that split responsibility and control between the community and government for education creates a tension between the two controlling bodies.Originality/valueThis paper is the first study of internal accounting and performance reporting practices in a mid‐nineteenth century New Zealand education context.

Empirical behavioral analysis of project contractors' supply‐chain payment terms

2012 ◽  
Vol 17 (3) ◽  
pp. 277-289 ◽  
Author(s):  
Hong Long Chen
Keyword(s):  
Supply Chain ◽  
Quantitative Methods ◽  
Single Case ◽  
Project Managers ◽  
Future Research ◽  
Structured Interviews ◽  
Content Type ◽  
Qualitative And Quantitative Methods ◽  
Study Approach

PurposeResearchers in supply chain (SC) payment management have long sought to understand how project contractors, project owners, specialist contractors, and suppliers behave in the context of negotiating payment terms that improve contractors' SC cash flow.Design/methodology/approachUsing a single case study approach, semi‐structured interviews with contract and project managers identify behavioral patterns. An analysis of categorical experiments and Spearman's correlation tests on 118 surveys from Taiwanese project contracting corporations generalizes the case findings.FindingsThe findings suggest that payment terms of project owners, specialists, and suppliers have an important impact on contractors' working capital. The findings also reveal that contractors pass project owners' payment terms down to specialists and suppliers, suggesting that contractors' behavior depends on that of the project owners.Research limitations/implicationsThis paper generalizes the case findings via surveys, but does not assume that the reported behavior patterns apply to all business enterprises. Future research could triangulate the findings.Originality/valueThis study combines qualitative and quantitative methods to understand how the project owner‐contractor‐supplier (or owner‐contractor‐specialist) triad behaves. Particularly, it focuses on an economic sector – real estate and construction – that receives less research interest than processing or manufacturing.

scholarly journals Governments’ social media use for external collaboration

2017 ◽  
Vol 11 (4) ◽  
pp. 572-595 ◽  
Author(s):  
Cancan Wang ◽  
Rony Medaglia
Keyword(s):  
Social Media ◽  
Ad Hoc ◽  
Media Use ◽  
Open Data ◽  
Social Media Use ◽  
Content Type ◽  
Time Task ◽  
Task Team ◽  
Government Project

Purpose As social media technologies permeate public life, the current forms of collaboration between government and non-government stakeholders are changing. The purpose of this paper is to investigate how social media use reconfigures the organizing practices around such collaboration. A case study of a collaborative e-government project showcases how emergent organizing practices through external social media differ from existing ones along the dimensions of time, task, team and transition. Design/methodology/approach This paper presents a case study of a collaborative e-government project on open data, organized by Shanghai Municipality, local businesses, universities and non-governmental organizations, using an external social media platform, WeChat. Adopting the theoretical lens of temporary organization, the paper identifies the key aspects of change emerged in the organizing practices of this collaboration. Findings The findings outline how the use of external social media reconfigures the collaboration between government and non-government stakeholders along the four dimensions of time, task, team and transition. The new form of collaboration is reconfigured along the lines of (1) an ad hoc and non-linear management of time; (2) discursive task creation, assignment and engagement among stakeholders; (3) a serendipitous engagement of team members based on expertise; and (4) a shift in formal and informal organizing practices. Originality/value This paper provides insights on the use of external social media for collaboration in e-government research and develops the concept of temporary organization in a sociomaterial setting. It also provides practical suggestions on how to manage new forms of public projects leveraging on the capacity of external social media.

Sign in / Sign up

Export Citation Format

Share Document