scholarly journals A System Dynamics Analysis of Value Creation in Project Context

2021 ◽  
Vol 10 (2) ◽  
Author(s):  
Farzad Pargar ◽  
Jaakko Kujala
Keyword(s):  
System Dynamics ◽  
Value Creation ◽  
Project Team ◽  
Implementation Phase ◽  
Ripple Effects ◽  
Project Complexity ◽  
Project Controls ◽  
Remedial Actions ◽  
Project Characteristics ◽  
Model Structures

The focus of this paper is on analyzing the value creation dynamics in the project implementation phase. By value creation, we mean the activities, processes, and strategies that the project team uses to increase benefits and/or reduce costs in the project. By synthesizing the literature on project management and system dynamics, we developed a simulation model with various structures underlying project dynamics. We considered four structures that influence project realized value: project team features, project characteristics, project controls and value creation processes, and project remedial actions due to ripple effects. The resulting model can systematically examine the interplay of value creation processes: work progression, rework, redesign and innovation, and rescheduling. We used the model to explain how the project team’s capability, motivation, and speed of making the best-for-project decisions ensure that the value creation goals are met. We simulate various scenarios that show the significance of the processes and their influencing structures on the realized value. The results present how endogenous and exogenous drivers of system behavior unfold over time and provide a richer understanding of the effect of various model structures such as project complexity and uncertainty on value creation.

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.

Financial Success and Time-Management Factors in a Chemical Environment: A Case Study

2006 ◽  
Vol 37 (1) ◽  
pp. 41-51 ◽  
Author(s):  
Alan D. Smith ◽  
Frank R. Flanegin
Keyword(s):  
Product Development ◽  
Time Management ◽  
Project Team ◽  
Exploratory Research ◽  
Innovative Product ◽  
Factor Scores ◽  
Financial Success ◽  
Team Members ◽  
Project Characteristics ◽  
Functional Teams

Time management and the need for management to relinquish control to the technical team members are important complements of the project management process. However, how do firmstrackthe time spentbytheir project team members on the different tasks and assignments? In addition, how do these project characteristics associated with innovative product development impact the firm's financial success factors in the manufacturing process? An empirically based study of project managers of NOVA Chemicals, located in Pittsburgh, Pennsylvania, USA, was executed to determine which selected project characteristics positively impacted the firm's ability to enhance its financial success of its various manufacturing projects. Exploratory research via principal components and factor analyses resulted in four major independent factor score constructs of time management, cross-functional teams, management relinquishing authority, and co-location of project team members, with the varimax rotation method and eigenvalue greater than one criterion. The factor scores were used to test the hypothesis that proper management of these constructs would result in greater financial success of the manufacturing projects. The overall relationship was found to be statistically significant at the 0.05 levels of a one-tailed test (F = 3.508, p = 0.029). More importantly, the factor scores of time management and cross-functional teams, few manufacturing problems were found as the most important constructs to positively impact financial success of innovative product development projects.

Authorship Norms and Project Structures in Science

2017 ◽  
Vol 42 (5) ◽  
pp. 872-900 ◽  
Author(s):  
Sahra Jabbehdari ◽  
John P. Walsh
Keyword(s):  
Graduate Student ◽  
Science Policy ◽  
Project Team ◽  
Field Size ◽  
Highly Cited Papers ◽  
Single Location ◽  
Contemporary Science ◽  
Project Characteristics ◽  
Contested Terrain ◽  
Highly Cited

Scientific authorship has become a contested terrain in contemporary science. Based on a survey of authors across fields, we measure the likelihood of specialist authors (sometimes called “guest” authors): people who only made specialized contributions, such as data, materials, or funding; and “nonauthor collaborators” (sometimes referred to as “ghost” authors): those who did significant work on the project but do not appear as authors, across different research contexts, including field, size of the project team, commercial orientation, impact of publication, and organization of the collaboration. We find that guest and ghost authors are common, with about one-third of publications having at least one specialist author and over half having at least one nonauthor collaborator. We see significant cross-field variations in both overall rates and types of specialist authors and nonauthor collaborators. We find there are generally fewer specialist authors among highly cited papers and more graduate student nonauthor collaborators in single location projects. The results suggest authorship practices vary across fields, and by project characteristics, complicating the use of authorship lists as a basis for evaluation (especially when comparing across fields or types of projects). We discuss implications of these findings for interpreting author lists in the context of science policy.

scholarly journals Technological Innovation and Value Creation of Enterprise Innovation Ecosystem Based on System Dynamics Modeling

2021 ◽  
Vol 2021 ◽  
pp. 1-13
Author(s):  
Peng Zhang ◽  
Enyi Zhou ◽  
Yuyan Lei ◽  
Junsong Bian
Keyword(s):  
Supply Chain ◽  
System Dynamics ◽  
Technological Innovation ◽  
Value Creation ◽  
Graph Model ◽  
High Tech ◽  
Dynamics Modeling ◽  
Innovation Ecosystem ◽  
Enterprise Innovation ◽  
External Acquisition

Based on the analysis of the dynamic interrelationships of enterprise innovation factors according to system dynamics, we build a dynamic causality diagram and a flow graph model of the enterprise innovation ecosystem to study the potential business value creation paths focusing on technological innovation. The system model is simulated using data from high-tech enterprises. Our results show that the model can reasonably simulate the operation of the enterprise innovation ecosystem. Two paths to value creation are identified: (1) input-technological innovation-commercialization of results-value creation; (2) external acquisition of technology-digestion and absorption-value creation as a complementary path. Also, the technological innovation path expands and extends the industrial chain and supply chain of enterprises and better promotes the value creation of enterprises in the same supply chain. Furthermore, our results show that R&D investment and technical cooperation investment should be allocated rationally in order to improve the utility of value creation investment.

Localization of DNA in chromatin using ESI and osmium ammine staining

1990 ◽  
Vol 48 (3) ◽  
pp. 116-117
Author(s):  
C.L. Woodcock ◽  
R.A. Horowitz ◽  
D. P. Bazett-Jones ◽  
A.L. Olins
Keyword(s):  
Spectroscopic Imaging ◽  
Energy Losses ◽  
Electron Spectroscopic Imaging ◽  
Feulgen Reaction ◽  
Specific Location ◽  
Eukaryotic Nucleus ◽  
Chromatin Fibers ◽  
Patiria Miniata ◽  
Model Structures

In the eukaryotic nucleus, DNA is packaged into nucleosomes, and the nucleosome chain folded into ‘30nm’ chromatin fibers. A number of different model structures, each with a specific location of nucleosomal and linker DNA have been proposed for the arrangment of nucleosomes within the fiber. We are exploring two strategies for testing the models by localizing DNA within chromatin: electron spectroscopic imaging (ESI) of phosphorus atoms, and osmium ammine (OSAM) staining, a method based on the DNA-specific Feulgen reaction.Sperm were obtained from Patiria miniata (starfish), fixed in 2% GA in 150mM NaCl, 15mM HEPES pH 8.0, and embedded In Lowiciyl K11M at -55C. For OSAM staining, sections 100nm to 150nm thick were treated as described, and stereo pairs recorded at 40,000x and 100KV using a Philips CM10 TEM. (The new osmium ammine-B stain is available from Polysciences Inc). Uranyl-lead (U-Pb) staining was as described. ESI was carried out on unstained, very thin (<30 nm) beveled sections at 80KV using a Zeiss EM902. Images were recorded at 20,000x and 30,000x with median energy losses of 110eV, 120eV and 160eV, and a window of 20eV.

Value Creation and Sport Management

2010 ◽  
Author(s):  
Sandalio Gomez ◽  
Kimio Kase ◽  
Ignacio Urrutia
Keyword(s):  
Value Creation ◽  
Sport Management

Projecting a European Diploma in Psychology

2002 ◽  
Vol 7 (3) ◽  
pp. 221-224 ◽  
Author(s):  
Bernhard Wilpert
Keyword(s):  
Research Process ◽  
Project Team ◽  
Future Research ◽  
Research Results ◽  
External Constraints ◽  
Internal Procedures ◽  
The Eu

The paper presents an inside evaluation of the EuroPsyT project, funded by the EU Leonardo Program in 1999-2001. While standard research usually neglects to reflect on the internal and external constraints and opportunities under which research results are achieved, the paper stresses exactly those aspects: starting from a brief description of the overall objectives of the 11 countries project, the paper proceeds to describe the macro-context and the internal strengths and weaknesses of the project team, the internal procedures of cooperation,. and obstacles encountered during the research process. It winds up in noting some of the project's achievements and with a look towards future research.

The Influence of Project Team Culture on Project Success

2004 ◽  
Author(s):  
Zvi H. Aronson ◽  
Thomas G. Lechler ◽  
Peter G. Dominick
Keyword(s):  
Project Success ◽  
Project Team ◽  
Team Culture
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