Value Creation through Heterogeneous Cultural Team-Based Environments

2014 ◽  
pp. 124-147 ◽  
Author(s):  
Wilson Ozuem ◽  
Nicole Sarsby
Keyword(s):  
Virtual Teams ◽  
Value Creation ◽  
Large Scale ◽  
Project Managers ◽  
Organisational Learning ◽  
Project Teams ◽  
Public And Private ◽  
Cultural Heterogeneity ◽  
The Uk ◽  
Key Aspects

Previous research has documented cultural heterogeneity within project teams, but still attention mainly centres on project managers who transfer internationally to manage teams of a different culture from their own, or more recently from those who manage virtual teams. Existing literature does not discuss the readiness to manage culturally diverse teams as a result of large-scale EU migration and wider immigration in the UK projectised environments. The objectives of this contribution are: 1) to investigate the factors that influence effective value creation in heterogeneous cultural environments, in both inter- and intra-organisational learning and knowledge creation in the UK project team-based environments, and 2) to illuminate issues of value creation in heterogeneous cultural environments in both public and private team-based project environments. This chapter adds to extant studies of organisational diversity and innovation by elucidating the overwhelming key aspects of cultural heterogeneity and thus explains how challenging it is to affect change in the prevailing praxis, ideas, and values in team-based management.

Value Creation through Heterogeneous Cultural Team-Based Environments

2017 ◽  
pp. 341-366
Author(s):  
Wilson Ozuem ◽  
Nicole Sarsby
Keyword(s):  
Virtual Teams ◽  
Value Creation ◽  
Large Scale ◽  
Project Managers ◽  
Organisational Learning ◽  
Project Teams ◽  
Public And Private ◽  
Cultural Heterogeneity ◽  
The Uk ◽  
Key Aspects

Previous research has documented cultural heterogeneity within project teams, but still attention mainly centres on project managers who transfer internationally to manage teams of a different culture from their own, or more recently from those who manage virtual teams. Existing literature does not discuss the readiness to manage culturally diverse teams as a result of large-scale EU migration and wider immigration in the UK projectised environments. The objectives of this contribution are: 1) to investigate the factors that influence effective value creation in heterogeneous cultural environments, in both inter- and intra-organisational learning and knowledge creation in the UK project team-based environments, and 2) to illuminate issues of value creation in heterogeneous cultural environments in both public and private team-based project environments. This chapter adds to extant studies of organisational diversity and innovation by elucidating the overwhelming key aspects of cultural heterogeneity and thus explains how challenging it is to affect change in the prevailing praxis, ideas, and values in team-based management.

Digital project management: rapid changes define new working environments

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Te Wu
Keyword(s):  
Project Management ◽  
Virtual Teams ◽  
Digital Technologies ◽  
Project Managers ◽  
Project Teams ◽  
Content Type ◽  
Working Environments ◽  
Management Consultancy ◽  
Project Management Professionals ◽  
Management Approaches

Purpose Prior to the COVID-19 pandemic, project management was undergoing gradual shift and moving from traditional ways of working toward embracing digitization. The COVID-19 pandemic accelerated this transformation. This paper highlights the importance of digital project management (DPM), its adoption of digital technologies, the changing role of digital project manager, significant and abrupt swing in the rise of virtual teams and the benefits and challenges of remote project teams. This paper aims to discuss the latest development in project management and to lay out the rationale why DPM is here to stay even after the pandemic. Design/methodology/approach The author has based this research on reviewing publications from the project management journals and publications, interviews of project management professionals and analyzing data from a project management consultancy. Findings The pandemic accelerated the digitalization of project management including the adoption of digital tools and technologies, embracing an agile approach to implementing projects; working collaborative in remote teams; and breaking traditional barriers of geography, time zones and fundamentally how project teams collaborate. Practical implications Project management is being digitized, changing how teams work. Fueled by the pandemic, DPM accelerated its momentum. The rate of adoption is likely to be strong after the pandemic. Organizations and individuals should consider embracing DPM but with the full knowledge of both benefits and challenges. Originality/value DPM is still in its early days even though the COVID-19 pandemic accelerated its use. Today and likely after the pandemic, organizations and people are increasingly embracing digital technologies, remote teams and agile project management approaches to project management. It is likely that in the foreseeable future, nearly all project managers will be digital project managers, giving rise to the importance of understanding the challenges and benefits and building the digital skills for both individuals and organizations.

scholarly journals Advancing cross-centre research networks: learning from experience, looking to the future

2018 ◽  
Vol 3 (4) ◽  
Author(s):  
Kerina Jones ◽  
Sharon Heys ◽  
Helen Daniels
Keyword(s):  
Information Sharing ◽  
Data Sharing ◽  
Virtual Teams ◽  
Administrative Data ◽  
Large Scale ◽  
Data Availability ◽  
Research Networks ◽  
The Public ◽  
Information Governance ◽  
The Uk

IntroductionMany jurisdictions have programmes for the large-scale reuse of health and administrative data that would benefit from greater cross-centre working. The Advancing Cross centre Research Networks (ACoRN) project considered barriers and drivers for joint working and information sharing using the UK Farr Institute as a case study, and applicable widely. Objectives and ApproachACoRN collected information from researchers, analysts, academics and the public to gauge the acceptability of sharing data across institutions and jurisdictions. It considered international researcher experiences and evidence from a variety of cross centre projects to reveal barriers and potential solutions to joint working. It reviewed the legal and regulatory provisions that surround data sharing and cross-centre working, including issues of information governance to provide the context and backdrop. The emerging issues were grouped into five themes and used to propose a set of recommendations. ResultsThe five themes identified were: organisational structures and legal entities; people and culture; information governance; technology and infrastructure; and finance and strategic planning. Recommendations within these included: standardised terms and conditions including agreements and contractual templates; performance indicators for frequency of dataset sharing; communities of practice and virtual teams to develop cooperation; standardised policies and procedures to underpin data sharing; an accredited quality seal for organisations sharing data; a dashboard for data availability and sharing; and adequate resource to move towards greater uniformity and to drive data sharing initiatives. Conclusion/ImplicationsThe challenges posed by cross-centre information sharing are considerable but the public benefits associated with the greater use of health and administrative data are inestimable, particularly as novel and emerging data become increasingly available. The proposed recommendations will assist in achieving the benefits of cross-centre working.

scholarly journals Patient experience and reflective learning (PEARL): a mixed methods protocol for staff insight development in acute and intensive care medicine in the UK

BMJ Open ◽  
2019 ◽  
Vol 9 (7) ◽  
pp. e030679 ◽  
Author(s):  
Olivia Brookes ◽  
Celia Brown ◽  
Carolyn Tarrant ◽  
Julian Archer ◽  
Duncan Buckley ◽  
...  
Keyword(s):  
Intensive Care ◽  
Survey Data ◽  
Large Scale ◽  
Care Quality ◽  
Reflective Learning ◽  
Project Teams ◽  
Learning Framework ◽  
Ethnographic Interviews ◽  
Personal Insight ◽  
The Uk

IntroductionPatient and staff experiences are strongly influenced by attitudes and behaviours, and provide important insights into care quality. Patient and staff feedback could be used more effectively to enhance behaviours and improve care through systematic integration with techniques for reflective learning. We aim to develop a reflective learning framework and toolkit for healthcare staff to improve patient, family and staff experience.Methods & analysisLocal project teams including staff and patients from the acute medical units (AMUs) and intensive care units (ICUs) of three National Health Service trusts will implement two experience surveys derived from existing instruments: a continuous patient and relative survey and an annual staff survey. Survey data will be supplemented by ethnographic interviews and observations in the workplace to evaluate barriers to and facilitators of reflective learning. Using facilitated iterative co-design, local project teams will supplement survey data with their experiences of healthcare to identify events, actions, activities and interventions which promote personal insight and empathy through reflective learning. Outputs will be collated by the central project team to develop a reflective learning framework and toolkit which will be fed back to the local groups for review, refinement and piloting. The development process will be mapped to a conceptual theory of reflective learning which combines psychological and pedagogical theories of learning, alongside theories of behaviour change based on capability, opportunity and motivation influencing behaviour. The output will be a locally-adaptable workplace-based toolkit providing guidance on using reflective learning to incorporate patient and staff experience in routine clinical activities.Ethics & disseminationThe PEARL project has received ethics approval from the London Brent Research Ethics Committee (REC Ref 16/LO/224). We propose a national cluster randomised step-wedge trial of the toolkit developed for large-scale evaluation of impact on patient outcomes.

Current process and outcomes of the surgical management of LUTS due to benign prostatic enlargement: how consistent are we? – results from the multi-institutional audit of surgical management of BPE (AuSuM BPE) in the United Kingdom

2021 ◽  
pp. 003693302097729
Author(s):  
Hrishi Joshi ◽  
Gaurav Sali ◽  
Louise Paramore ◽  
Richard Jones ◽  
Henry Lazarowicz ◽  
...  
Keyword(s):  
Surgical Management ◽  
Large Scale ◽  
Multivariate Analyses ◽  
Benign Prostatic Enlargement ◽  
Residual Symptoms ◽  
The United Kingdom ◽  
Prostatic Enlargement ◽  
The Uk ◽  
Key Aspects ◽  
Acute Retention

Objective In view of changing landscape of surgical treatment for LUTS secondary to BPE, this audit was undertaken to assess key aspects of the processes and outcomes of the current interventional treatments for BPE, across different units in the UK. Materials and method A multi-institutional snapshot audit was conducted for patients undergoing interventions for LUTS/BPE over 8-week period. Using Delphi process two-part proforma was designed to capture data. Results 529 patients were included across 20 NHS trusts in England and Wales. Median age was 73 years. Indications for surgery were acute retention (47%) and LUTS (45%). 80% of patients had prior medical therapy. TURP formed the commonest procedure. 27% patients had <23 hour hospital stay. Immediate (21%) and delayed (18%) complications were Clavien-Dindo <2 category. High proportion of patients reported residual symptoms. Type and indication of surgery were significant predictor of complications, length of stay and failure of TWOC outcomes, on multivariate analyses. There were variations in departmental processes, 50% centres used PROMs. Conclusion Monopolar TURP still remains the commonest intervention for BPE. Most departments are adopting newer technologies. The audit identified opportunities for development of consistent, effective and patient centric practices as well as need for large-scale focused studies.

scholarly journals Fraud and pandemics

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Michael Levi ◽  
Russell G. Smith
Keyword(s):  
Large Scale ◽  
Policy Implications ◽  
Monitoring And Control ◽  
Public And Private ◽  
Content Type ◽  
Private And Public ◽  
Crime Types ◽  
Public And Private Sector ◽  
The Uk ◽  
The Impact

Purpose This study aims to draw out the common characteristics of frauds associated with pandemics and to identify any risks unique to them. Design/methodology/approach It considers the range of frauds and their reporting lags and examines what is known about current frauds against individuals, businesses and government, principally using public and private sector data from Australia and the UK. Findings The study identifies some novel crime types and methodologies arising during the current pandemic that were not seen in previous pandemics. These changes may result from public health measures taken in response to COVID-19, the current state of technologies and the activities of law enforcement and regulatory guardians. It shows that many frauds would occur anyway, but some specific – mainly online – frauds occur during pandemics, and because of large scale government assistance programmes to businesses and individuals, far more opportunities were created from COVID-19 than in previous eras. Social implications The study concludes with a discussion of the policy implications for prevention, resilience and for private and public policing and criminal justice. It stresses that plans for future pandemics must include provisions for better early monitoring and control of fraud and associated procurement corruption and notes that these require greater political will and organisation. It recommends a more serious analysis of the impact of prevention communications outreach to citizens, businesses and government. Originality/value The study uses fresh data on frauds from the private and public sectors and assesses some measures of control in a holistic way.

An exploration of the leadership and innovation practices of growth and high growth SMEs, in Wales

2020 ◽  
Author(s):  
◽  
Gary L.R. Walpole
Keyword(s):  
Large Scale ◽  
Value Added ◽  
High Growth ◽  
Comparative Case Study ◽  
Growth Firms ◽  
Using Data ◽  
The Uk ◽  
Medium Enterprises ◽  
Key Aspects ◽  
Innovation Practices

This study explores the leadership and innovation practices of growth and high growth Small to Medium Enterprises (SMEs), in Wales (a region of the UK). Developed economies are becoming dependent upon the SME service and manufacturing base in order to provide high levels of value added, high levels of employment and as sources of innovation. Contemporary leadership literature draws extensively from large company concepts of leadership and uses large scale quantitative survey instruments to test theories. However, SMEs are heterogenous in their production processes, innovativeness and productivity levels. The dearth of contemporary SME studies means that the long tail of UK productivity is poorly understood as studies of SMEs have failed to capture the different complex contexts within which leadership is practiced, not least the high growth setting. The researcher determined that theory building would be necessary in order to understand the contextually rich environment of high growth firms. A realist approach, using a cross comparative case study strategy, involving multiple phases of research was duly developed. Data was collected from leaders and their followers and was analysed using data displays (an accepted and legitimate research methodology in the social sciences). The findings of the phased study clearly indicate the importance of "place!#a dimension of leadership behaviour that has been underexplored. The researcher duly developed a model of high growth SME leadership from the empirical research and his initial conceptual model was developed during the structured literature review. The study concludes that SME leadership, whilst sharing some similarities with "big company theories$, is not adequately explained by such previous research. The key aspects of place mediated leadership incorporate leader$s personality traits, an appreciation of place mediators and the application of an idiosyncratic blend of elements of transformational, pragmatic and distributed leadership models. The resultant model is offered for theory testing to other researchers that are eager to understand the leadership and innovation practices of growth and high growth SMEs.

Impact of the Project Manager's Leadership Type on the Level of IT Team Satisfaction in the Public and Private Sectors

2021 ◽  
pp. 23-30
Author(s):  
Anna Soloduhina
Keyword(s):  
Statistical Methods ◽  
Project Managers ◽  
Project Teams ◽  
Literature Analysis ◽  
Private Companies ◽  
Public And Private ◽  
The Public ◽  
Team Satisfaction ◽  
Employees Satisfaction

The article is devoted to the problem of the project manager's leadership type influence on teams’ satisfaction in the IT sector in the public and private sectors. The study conducted a literature analysis; survey of employees of public and private companies, which were project teams members and were engaged in the IT field. Using statistical methods, a model of project managers’ leadership type influence on the level team satisfaction of the team was built and recommendations on increasing the level of employees’ satisfaction were given.

Change of Attitude, Technology and Practice: Identifying the Change for Increased Value Creation with Customer Co-creation

2017 ◽  
Vol 5 (1) ◽  
pp. 70-82
Author(s):  
Soumi Paul ◽  
Paola Peretti ◽  
Saroj Kumar Datta
Keyword(s):  
Social Media ◽  
New Product Development ◽  
Value Creation ◽  
Large Scale ◽  
Customer Orientation ◽  
Customer Relationships ◽  
Future Research ◽  
Management Competencies ◽  
Business Decisions ◽  
Prime Concern

Building customer relationships and customer equity is the prime concern in today’s business decisions. The emergence of internet, especially social media like Facebook and Twitter, changed traditional marketing thought to a great extent. The importance of customer orientation is reflected in the axiom, “The customer is the king”. A good number of organizations are engaging customers in their new product development activities via social media platforms. Co-creation, a new perspective in which customers are active co-creators of the products they buy and use, is currently challenging the traditional paradigm. The concept of co-creation involving the customer’s knowledge, creativity and judgment to generate value is considered not only an upcoming trend that introduces new products or services but also fitting their need and increasing value for money. Knowledge and innovation are inseparable. Knowledge management competencies and capacities are essential to any organization that aspires to be distinguished and innovative. The present work is an attempt to identify the change in value creation procedure along with one area of business, where co-creation can return significant dividends. It is on extending the brand or brand category through brand extension or line extension. This article, through an in depth literature review analysis, identifies the changes in every perspective of this paradigm shift and it presents a conceptual model of company-customer-brand-based co-creation activity via social media. The main objective is offering an agenda for future research of this emerging trend and ensuring the way to move from theory to practice. The paper acts as a proposal; it allows the organization to go for this change in a large scale and obtain early feedback on the idea presented. 

Information And Map-Made Control With The Functions Of Business Analytics For Urban Management

2019 ◽  
pp. 72-78
Keyword(s):  
Large Scale ◽  
Information Support ◽  
Urban Management ◽  
Business Analytics ◽  
Administrative District ◽  
The North ◽  
Model Of Management ◽  
Complex Development ◽  
Coordination System ◽  
Key Aspects

The key aspects of the process of designing and developing an information and cartographic control tool with business analytics functions for the municipal level of urban management are considered. The review of functionality of the developed tool is given. Examples of its use for the analysis and monitoring of implementation of the program of complex development of territories are given. The importance of application of information support of management and coordination at all levels of management as an integral part of the basic model of management and coordination system of large-scale urban projects of dispersed construction is proved. Information and map-made tool with business intelligence functions was used and was highly appreciated in the preparation of information-analytical and presentation materials of the North-Eastern Administrative District of Moscow. Its use made it possible to significantly optimize the list of activities of the program of integrated development of territories, their priority and timing.

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