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

Internal projects as strategic tools: an organisation-level perspective and a research agenda

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Torbjørn Bjorvatn
Keyword(s):  
Project Management ◽  
Theory Development ◽  
Future Research ◽  
Content Type ◽  
Theoretical Contribution ◽  
Research Areas ◽  
Linear Relationships ◽  
Strategic Role ◽  
And Performance

PurposeThe purpose of this conceptual paper is to describe and explain how organisations use internal projects to implement organisation-level strategy objectives.Design/methodology/approachTheory development with an emphasis on explaining key constructs and their mutual relationships. The theoretical contribution is represented in a diagram along with a detailed verbal account.FindingsThe paper develops a dynamic, cross-level framework to illustrate the organisational processes and outcomes that determine project-based strategy implementation within a single organisation. The interplay between the base organisation and the project, and benefits realisation were singled out as key future research areas. The proposed framework engages with central discourses in the fields of project management, strategic management, innovation studies, knowledge management and organisation studies.Research limitations/implicationsOnly the contours of an organisation-level theory of strategically motivated internal projects are outlined. Future research must elaborate on the complexities, the non-linear relationships and the boundary conditions that follow from the proposed framework.Practical implicationsManagers are alerted to the strategic role of internal projects, how these projects help connect strategy and performance and what the accompanying organisational processes and outcomes look like.Originality/valueThe paper constitutes an early conceptual treatment of strategy-driven internal projects as a distinct project category, thus addressing a major knowledge gap in project studies. Organisational project-management theory is extended with suggestions for future research.

The Role of Data Mining in Organizational Cognition

2011 ◽  
pp. 46-60
Author(s):  
Chandra S. Amaravadi ◽  
Farhad Daneshgar
Keyword(s):  
Data Mining ◽  
Decision Making ◽  
Strategic Decision ◽  
Strategy Formulation ◽  
Organizational Cognition ◽  
Strategic Role ◽  
Information Assets ◽  
Strategic Support ◽  
Interpretive Perspective

Data mining has quickly emerged as a tool that can allow organizations to exploit their information assets. In this chapter, we suggest how this tool can be used to support strategic decision-making. Starting with an interpretive perspective of strategy formulation, we discuss the role of beliefs in the decision-making process. Referred to as Micro-Theories (MTs), these beliefs generally concern some assumption regarding the organization’s task environment, such as sales increasing in a certain segment or customers preferring a certain product. The strategic role for data mining, referred to as Organizational Data Mining (ODM) is then to provide validation for these beliefs. We suggest a four-step process for identifying and verifying MTs and illustrate this with a hypothetical example of a bank. Implications and future trends in ODM are discussed. Ultimately results of data mining should be integrated with strategic support systems and knowledge management systems.

From Strategic Management to Strategic Experimentation

2011 ◽  
pp. 30-49 ◽  
Author(s):  
V. K. Narayanan ◽  
Mari W. Buche ◽  
Benedict Kemmerer
Keyword(s):  
Knowledge Management ◽  
Strategy Formulation ◽  
Management Tools ◽  
Technology Knowledge ◽  
Strategic Experimentation ◽  
Strategic Role ◽  
Central Argument ◽  
Role Of It ◽  
Knowledge Management Tools

The new competitive landscape of the 21st century is forcing organizations to move away from traditional conceptualizations of strategy formulation towards an approach of strategic experimentation. The central objective of this chapter is to articulate the requirements that will be placed on IT as organizations move toward strategic experimentation. We base our central argument in contingency theory, which has postulated that to maximize organizational effectiveness, the IT infrastructure must be congruent with organizational structure and processes. Strategic experimentation requires different IT and knowledge management tools to support it than the ones currently prevalent. Information technology, knowledge management, and strategy formulation will have to coevolve for strategic experimentation to fulfill its promise. Each will have to change while maintaining its fit with the other two elements. This gives a renewed mandate for a strategic role of IT in organizations, a role that is central to organizational success.

Knowledge Strategic Management in the Hospital Industry

2005 ◽  
pp. 304-320
Author(s):  
Ana Karina Marimon da Cunha ◽  
Ely Laureano Paiva
Keyword(s):  
Strategic Management ◽  
Management Practice ◽  
Hospital Industry ◽  
Strategic Process ◽  
Proposed Model ◽  
Strategic Role ◽  
Multiple Case ◽  
Clear Idea ◽  
The Relationship

This work examines the role of knowledge in the strategic process in the hospital industry. The research method consists of multiple case studies with eight hospitals located in Brazil. We analyzed the relationship among information, knowledge and capability creation. The cases shown that knowledge dissemination is a current management practice. Nevertheless, just one case presented a clear idea of the strategic role of knowledge management. Based on this evidence, we propose a three-step theoretical model related to the strategic management of knowledge. Most of the cases analyzed are in the first stage of the proposed model. On the other hand, the hospital in the third stage presented the following characteristics: a clear strategic focus related to knowledge access, dissemination and application, a mix of formal and informal practices related to knowledge creation, and a propitious internal environment in order to develop its capabilities.

scholarly journals Critical Strategies to Influence Project Success in Construction Industry

2020 ◽  
Vol 9 (3) ◽  
pp. 1170-1178
Author(s):  
Muhammad Hafizi Danial ◽  
◽  
Mohd Saidin Misnan ◽  
Keyword(s):  
Project Management ◽  
Organizational Performance ◽  
Construction Industry ◽  
Online Survey ◽  
Project Success ◽  
Management Practice ◽  
Top Management ◽  
Project Implementation ◽  
Management Support ◽  
Top Management Support

: This research paper explored the critical strategies to be adopted by organizations that are mainly operating based on project based or project oriented organizational structure. The identified strategies are necessary to compensate the prolong issues embedded in project management practice particularly on misalignment issues between organization and its operational objectives and strategies. Generally, the issues are contributed from several factors such as unclear roles and responsibilities, limited autonomy and accountability, lack of a commercial and customer orientation, and weak of professional capacity. All these factors are extending the gap between the organization strategies and project implementation, and consequently put project success at stake. This study was conducted as an attempt to provide solutions to overcome these long rooted problems found in project implementation. The objectives of this study are to identify the importance factors of top management support to influence on project success, to investigate the relationship between top management support and project success, and to determine the critical top management support that influencing project success. This study was conducted by going through five main steps starting with understanding the nature of the research problems, followed with reviewing and compiling relevant literatures, journals and other sources of secondary data, preparing survey questionnaire form, collecting the data by gathering responses from the targeted samples, analysing the data to generalize the samples’ results, before closing with discussion and conclusion. The population of this study are constituted of professional serving in Construction Industry within Johor Bahru area, Malaysia. This study had gathered 100 responses from the targeted respondents through online survey form developed in “Google Form” system. The forms were distributed by forwarding the “link address” to the respondents. The data were analyzed using three different methods which are descriptive mean analysis, correlation analysis and regression analysis for respective research’s objectives. The results of this study discovered that organization should prioritize their strategies on three main areas namely financial system, stakeholder management and macro-economic factor. This study also found that organization should adopt all quality of top management supportive behaviours proportionally to ensure the effect of their actions are impactful to influence on project success at three different areas namely future preparation, project efficiency, and business adaptability and success. Organization should adopt different strategies when attempting to achieve different criteria of project success. This study’s outcomes could provide a useful source of information that may benefit other scholars or companies that are applying project management practice to formulate plan and prioritize line of actions in attempt to improve their organizational performance. This study implies ideas by focusing on optimum numbers of strategies and specific set of actions that are critical to achieve on different kind of project success.

scholarly journals Critical Strategies to Influence Project Success in Construction Industry

2020 ◽  
Vol 9 (3) ◽  
pp. 1170-1178
Keyword(s):  
Project Management ◽  
Organizational Performance ◽  
Construction Industry ◽  
Online Survey ◽  
Project Success ◽  
Management Practice ◽  
Top Management ◽  
Project Implementation ◽  
Management Support ◽  
Top Management Support

This research paper explored the critical strategies to be adopted by organizations that are mainly operating based on project based or project oriented organizational structure. The identified strategies are necessary to compensate the prolong issues embedded in project management practice particularly on misalignment issues between organization and its operational objectives and strategies. Generally, the issues are contributed from several factors such as unclear roles and responsibilities, limited autonomy and accountability, lack of a commercial and customer orientation, and weak of professional capacity. All these factors are extending the gap between the organization strategies and project implementation, and consequently put project success at stake. This study was conducted as an attempt to provide solutions to overcome these long rooted problems found in project implementation. The objectives of this study are to identify the importance factors of top management support to influence on project success, to investigate the relationship between top management support and project success, and to determine the critical top management support that influencing project success. This study was conducted by going through five main steps starting with understanding the nature of the research problems, followed with reviewing and compiling relevant literatures, journals and other sources of secondary data, preparing survey questionnaire form, collecting the data by gathering responses from the targeted samples, analysing the data to generalize the samples’ results, before closing with discussion and conclusion. The population of this study are constituted of professional serving in Construction Industry within Johor Bahru area, Malaysia. This study had gathered 100 responses from the targeted respondents through online survey form developed in “Google Form” system. The forms were distributed by forwarding the “link address” to the respondents. The data were analyzed using three different methods which are descriptive mean analysis, correlation analysis and regression analysis for respective research’s objectives. The results of this study discovered that organization should prioritize their strategies on three main areas namely financial system, stakeholder management and macro-economic factor. This study also found that organization should adopt all quality of top management supportive behaviours proportionally to ensure the effect of their actions are impactful to influence on project success at three different areas namely future preparation, project efficiency, and business adaptability and success. Organization should adopt different strategies when attempting to achieve different criteria of project success. This study’s outcomes could provide a useful source of information that may benefit other scholars or companies that are applying project management practice to formulate plan and prioritize line of actions in attempt to improve their organizational performance. This study implies ideas by focusing on optimum numbers of strategies and specific set of actions that are critical to achieve on different kind of project success.

The Role of Data Mining in Organizational Cognition

2008 ◽  
pp. 2302-2315
Author(s):  
Chandra S. Amaravadi ◽  
Farhad Daneshgar
Keyword(s):  
Data Mining ◽  
Decision Making ◽  
Strategic Decision ◽  
Strategy Formulation ◽  
Organizational Cognition ◽  
Strategic Role ◽  
Information Assets ◽  
Strategic Support ◽  
Interpretive Perspective

Data mining has quickly emerged as a tool that can allow organizations to exploit their information assets. In this chapter, we suggest how this tool can be used to support strategic decision-making. Starting with an interpretive perspective of strategy formulation, we discuss the role of beliefs in the decision-making process. Referred to as Micro-Theories (MTs), these beliefs generally concern some assumption regarding the organization’s task environment, such as sales increasing in a certain segment or customers preferring a certain product. The strategic role for data mining, referred to as Organizational Data Mining (ODM) is then to provide validation for these beliefs. We suggest a four-step process for identifying and verifying MTs and illustrate this with a hypothetical example of a bank. Implications and future trends in ODM are discussed. Ultimately results of data mining should be integrated with strategic support systems and knowledge management systems.

scholarly journals Middle Managers’ Strategic Role in the Corporate Entrepreneurial Process: Attention-Based Effects

2011 ◽  
Vol 37 (6) ◽  
pp. 1586-1610 ◽  
Author(s):  
Charlotte R. Ren ◽  
Chao Guo
Keyword(s):  
Middle Managers ◽  
Strategic Orientation ◽  
Top Management ◽  
Entrepreneurial Process ◽  
Slack Resources ◽  
Entrepreneurial Opportunities ◽  
Different Types ◽  
Strategic Role ◽  
Policy Windows

This article examines the strategic role of middle managers in the corporate entrepreneurial process from an attention-based perspective. By integrating literatures from multiple disciplines, the authors delineate the attention-based effects on how middle managers provide the impetus for different types of entrepreneurial opportunities (i.e., exploratory vs. exploitative initiatives). Specifically, middle managers, constrained by the attention structures of the firm, likely prescreen entrepreneurial opportunities from lower organizational levels and attend primarily to those that align with the strategic orientation of the firm. This tendency may be moderated by the presence of other players, middle managers’ structural positions, and the availability of slack resources. Moreover, in their efforts to sell initiatives to top management, middle managers may leverage “policy windows”—patterned regularities and irregularities in and around the organization—to exploit existing attention structures to their advantage or perhaps to dismantle those structures.

scholarly journals The Role of Top Management as a Moderator on Project Success during Project Life Cycle

2021 ◽  
Vol 5 (1) ◽  
pp. 111-135
Author(s):  
Maqsood Ahmad ◽  
Raheela Habib
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Project Success ◽  
Project Performance ◽  
Project Manager ◽  
Top Management ◽  
Project Life Cycle ◽  
Performance Project ◽  
Project Life

The paper identifies the role of top management as a moderator during planning, monitoring, controlling, and evaluation phases for the success of a project. This study also discusses the novelties of the coordination between role of top management and legitimate power of project manager as significant impact on project performance and success during project life cycle phases. The instrument is adapted to measure planning, monitoring, controlling, evaluation, the role of project manager, project performance, project success, and the role of top management. Managers are targeted for data collection from the construction sector, education sector, and IT sector for the analysis. The findings show that coordination between variables as well as the role of a project manager is like a bridge between top management and other team members in four phases of project life cycle (planning, monitoring, controlling, and evaluation) for ultimate success. This study has a significant advantage for the organization and industries before implementing any project as it will be helpful for the top management to give authority and responsibility to the project managers while considering the scope of the project. For academia, this study helps to enhance the knowledge area of project management by introducing coordination management while discussing the other knowledge areas of project management. Keywords: project planning, project monitoring, project controlling, project evaluation, role of project manager, project performance, project success. Jell Classification: H43; O22

From Strategic Management to Strategic Experimentation

2011 ◽  
pp. 2890-2906
Author(s):  
V. K. Narayanan ◽  
Mari W. Buche ◽  
Benedict Kemmerer
Keyword(s):  
Knowledge Management ◽  
Strategy Formulation ◽  
Management Tools ◽  
Technology Knowledge ◽  
Strategic Experimentation ◽  
Strategic Role ◽  
Central Argument ◽  
Role Of It ◽  
Knowledge Management Tools

The new competitive landscape of the 21st century is forcing organizations to move away from traditional conceptualizations of strategy formulation towards an approach of strategic experimentation. The central objective of this chapter is to articulate the requirements that will be placed on IT as organizations move toward strategic experimentation. We base our central argument in contingency theory, which has postulated that to maximize organizational effectiveness, the IT infrastructure must be congruent with organizational structure and processes. Strategic experimentation requires different IT and knowledge management tools to support it than the ones currently prevalent. Information technology, knowledge management, and strategy formulation will have to coevolve for strategic experimentation to fulfill its promise. Each will have to change while maintaining its fit with the other two elements. This gives a renewed mandate for a strategic role of IT in organizations, a role that is central to organizational success.

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