Studying the Management of Project Networks: From Structures to Practices?

2021 ◽  
pp. 875697282110618
Author(s):  
Jörg Sydow
1985 ◽  
Vol 4 (1) ◽  
pp. 227-252 ◽  
Author(s):  
F. J. Radermacher
Keyword(s):  

2021 ◽  
Vol 8 (1) ◽  
pp. 205395172110184
Author(s):  
Tommaso Venturini ◽  
Mathieu Jacomy ◽  
Pablo Jensen

It is increasingly common in natural and social sciences to rely on network visualizations to explore relational datasets and illustrate findings. Such practices have been around long enough to prove that scholars find it useful to project networks in a two-dimensional space and to use their visual qualities as proxies for their topological features. Yet these practices remain based on intuition, and the foundations and limits of this type of exploration are still implicit. To fill this lack of formalization, this paper offers explicit documentation for the kind of visual network analysis encouraged by force-directed layouts. Using the example of a network of Jazz performers, band and record labels extracted from Wikipedia, the paper provides guidelines on how to make networks readable and how to interpret their visual features. It discusses how the inherent ambiguity of network visualizations can be exploited for exploratory data analysis. Acknowledging that vagueness is a feature of many relational datasets in the humanities and social sciences, the paper contends that visual ambiguity, if properly interpreted, can be an asset for the analysis. Finally, we propose two attempts to distinguish the ambiguity inherited from the represented phenomenon from the distortions coming from fitting a multidimensional object in a two-dimensional space. We discuss why these attempts are only partially successful, and we propose further steps towards a metric of spatialization quality.


1998 ◽  
Vol 49 (11) ◽  
pp. 1153 ◽  
Author(s):  
E. Demeulemeester ◽  
B. De Reyck ◽  
B. Foubert ◽  
W. Herroelen ◽  
M. Vanhoucke

2021 ◽  
Vol 2 (2) ◽  
pp. 19-23
Author(s):  
Mirna Yusuf

ABSTRACT:So far, the literature that looks at the relationship between community organizations and the Covid-19 pandemic tends to see community organizations only as subjects that have a big influence and role in helping the community to deal with Covid-19. However, no one has seen the relationship between community organizations and the Covid-19 pandemic by seeing community organizations as objects of the presence of the pandemic. So that researchers want to see further how community organizations deal with the Covid-19 pandemic as a disaster. More specifically, researchers want to analyze the adaptation of community organizations to the presence of Covid-19 as part of organizational disaster management. This will then be seen in more detail by taking one of the cases in a community organization based on empowerment in the fields of education and poverty alleviation, namely Project Child Indonesia. The topic of organizational adaptation will be the main topic of this paper.   ABSTRAK:Selama ini literatur yang melihat hubungan organisasi masyarakat dengan pandemi Covid-19 cendrung melihat organisasi masyarakat hanya sebagai subjek yang memiliki pengaruh dan peran besar dalam membantu masyarakat untuk menangani Covid-19. Akan tetapi belum ada yang melihat hubungan organisasi masyarakat dan pandemi Covid-19 dengan melihat organisasi masyarakat sebagai objek dari hadirnya pandemi tersebut. Sehingga peneliti ingin melihat lebih lanjut bagaimana organisasi masyarakat dalam menghadapi pandemi Covid-19 sebagai sebuah bencana. Lebih khusus peneliti ingin menganalisis adaptasi organisasi masyarakat terhdap hadirnya Covid-19 sebagai bagian dari manajemen bencana organisasi. Hal ini kemudian akan dilihat lebih rinci dengan mengambil salah satu kasus pada organsasi masyarakat yang berbasis pada pemberdayaan di bidang pendidikan dan pengentasan kemiskinan yaitu Project Child Indonesia. Topik mengenai adaptasi organisasi akan menjadi topik bahasan utama tulisan ini.


2018 ◽  
Vol 49 (4) ◽  
pp. 53-61 ◽  
Author(s):  
Timo Braun

Projects are becoming increasingly interorganizational; therefore, typically, the project management office (PMO) of a single corporation is neither capable of nor authorized to supplying all partners of a project network with services and knowledge. On the interorganizational level, a network administrative organization (NAO) may be founded providing similar services such as those provided by PMOs, but then to all network partners. This conceptual article seeks to integrate these streams of research by comparing the roles and tasks of PMOs and NAOs, as well as their organizational embeddedness. Thereupon, four modes of interplay between these organizational entities are developed and underpinned with exemplary configurations.


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