Abstract This study investigates the emphasis placed on different managerial roles by information... more Abstract This study investigates the emphasis placed on different managerial roles by information technology (IT) executives and IT project managers. Six managerial roles from Mintzberg's classic role model were applied in this research: leader, resource allocator, spokesman, entrepreneur, liaison, and monitor. Two surveys were conducted in Norway in 2000/2001 to investigate the management roles. In the first survey, which focused on IT executives, the respondents emphasized the entrepreneur role significantly more than other managerial roles. In the second survey, which focused on IT project managers, the respondents emphasized the leader role significantly more than other managerial roles. A comparison of IT executives and IT project managers found significant differences in four out of six managerial roles. IT executives emphasize the monitor role significantly more than IT project managers, while IT project managers emphasize the leader, resource allocator, and entrepreneur roles significantly more than IT executives. The empirical results found evidence that IT executives are more externally oriented than IT project managers. The study encourages both IT executives and IT project managers to be more externally oriented to meet future challenges.
The impact of multilevel level governance on the frequency of ethical issues in temporary organiz... more The impact of multilevel level governance on the frequency of ethical issues in temporary organizations (TOs) is investigated. A structural equation model, based on a global survey, showed that behavior control, as a governance mechanism at the temporary organization (TO) level, reduces the frequency of ethical issues. This relationship is partly mediated through corporate governance, which controls ethical issues by following good governance principles. Using institutional and agency theory, we identify a substitution effect, where micro level (TO) governance substitutes for ‘holes’ in the macro level (corporate) governance. Situational contingencies for the synchronization of governance efforts across macro and micro levels are discussed.
International Journal of Managing Projects in Business
Purpose Exploitation of project opportunities may bring more benefits than stipulated in the init... more Purpose Exploitation of project opportunities may bring more benefits than stipulated in the initial business case, and even stakeholder benefits that nobody thought of at the project initiation. The purpose of this paper is to suggest a new research area for megaprojects, i.e. the phenomenon of project opportunity exploitation as a means to increase the project benefits. Design/methodology/approach This is a single case study of an infrastructure megaproject, i.e. the construction and operation of a 50+ years old American bridge. Data cover information regarding 60+ years old historical documents, newspaper articles, interviews and video-recordings. Findings The findings of this paper are as follows: exploiting all opportunities created by the project and increasing project benefits require involvement from many categories of stakeholders; stakeholders get more involved in exploiting the opportunities created by the project when they are proud of the project; for some of the projec...
ABSTRACT This paper presents a research study that is part of the large international Project Man... more ABSTRACT This paper presents a research study that is part of the large international Project Management Institute (PMI)–sponsored research project the “Value of Project Management.” Three case studies have been conducted on Norwegian enterprises. This article focuses on how enterprises improve project management and presents the improvement efforts and the stated reasons behind them. There are striking similarities as to the prioritized ways the enterprises have chosen to make improvements: use of a rather standardized model for project work and internal schooling activities. The enterprises all explain their efforts as internally driven, even if some consultancy assistance was used. This article discusses three drivers behind the improvement efforts: an economic perspective, a new institutionalism perspective, and an innovation perspective. This article identifies indicators pointing to all drivers and helps us understand why and how enterprises are improving project management. The importance of research on the practice of the most capable enterprises within the project management field is acknowledged.
SUMMARY. In the spring of 1999, the Brown University Library be-came a participant in the CORC pr... more SUMMARY. In the spring of 1999, the Brown University Library be-came a participant in the CORC project. The reference department had two goals that had bccn difficult to achicvc due to time constraints and workloads. Onc was thc creation of subject pathfinders by ...
Project work in developing and emerging economies is complicated and unpredictable. It would be o... more Project work in developing and emerging economies is complicated and unpredictable. It would be of great help to equip project managers with an easily applicable tool to assess whether the project is on the right track or not. A Project Evaluation Scheme (PEVS) has earlier been used on Norwegian projects. Data from 89 Chinese projects has been collected using the
... Corporate development: balancing changes to people systems and organization J Rodney Turner, ... more ... Corporate development: balancing changes to people systems and organization J Rodney Turner, Kristoffer V Grude, Tor Haug and Eriing S ... date: Rl l,T PATHS HIS M'S PXOWCTIM SYSTEM STWTEir PtATRiKH 6Y ST PR Projed deicription:JAPE FtELD MAINTENANCE HATE ...
International Journal of Managing Projects in Business, 2010
ABSTRACT Purpose – The purpose of this paper is to present the X model, which is an inputs – proc... more ABSTRACT Purpose – The purpose of this paper is to present the X model, which is an inputs – processes – outputs (IPO) model well suited to describing and assessing individual projects. It argues and illustrates that this kind of model is appropriate for project control. It shows that X models can be used on the macro level by presenting the typical Norwegian project of 2008 based on several X models. Design/methodology/approach – The theoretical justifications (systems and socio-technical theories) for IPO models, and the X model in particular, are presented. Empirical data in the form of X models from 54 Norwegian projects are used to illustrate the application of X models. Findings – The findings are on two levels. For the single project, the paper demonstrates that the X model provides an insight into the situation of a project and causal relationships usually not available with other forms of project control. On the macro level based on the sample of X models, the paper presents the situation for the typical Norwegian project of 2008, which appears to be sufficiently robust to adopt. It shows that further improvements in project management and leadership, good information and feedback to the team members, and good cooperation with the base organisation will give even better results. Research limitations/implications – Further studies are needed to verify the usefulness of X models. Practical implications – This paper provides practitioners with an insight into how an IPO model like the X model can be applied to project management. The technique is particularly useful for project owners, and even for project managers, in their control of a project. Originality/value – The paper presents new ways of looking at project control and describing and assessing both a single project and a community of projects.
Abstract This study investigates the emphasis placed on different managerial roles by information... more Abstract This study investigates the emphasis placed on different managerial roles by information technology (IT) executives and IT project managers. Six managerial roles from Mintzberg's classic role model were applied in this research: leader, resource allocator, spokesman, entrepreneur, liaison, and monitor. Two surveys were conducted in Norway in 2000/2001 to investigate the management roles. In the first survey, which focused on IT executives, the respondents emphasized the entrepreneur role significantly more than other managerial roles. In the second survey, which focused on IT project managers, the respondents emphasized the leader role significantly more than other managerial roles. A comparison of IT executives and IT project managers found significant differences in four out of six managerial roles. IT executives emphasize the monitor role significantly more than IT project managers, while IT project managers emphasize the leader, resource allocator, and entrepreneur roles significantly more than IT executives. The empirical results found evidence that IT executives are more externally oriented than IT project managers. The study encourages both IT executives and IT project managers to be more externally oriented to meet future challenges.
The impact of multilevel level governance on the frequency of ethical issues in temporary organiz... more The impact of multilevel level governance on the frequency of ethical issues in temporary organizations (TOs) is investigated. A structural equation model, based on a global survey, showed that behavior control, as a governance mechanism at the temporary organization (TO) level, reduces the frequency of ethical issues. This relationship is partly mediated through corporate governance, which controls ethical issues by following good governance principles. Using institutional and agency theory, we identify a substitution effect, where micro level (TO) governance substitutes for ‘holes’ in the macro level (corporate) governance. Situational contingencies for the synchronization of governance efforts across macro and micro levels are discussed.
International Journal of Managing Projects in Business
Purpose Exploitation of project opportunities may bring more benefits than stipulated in the init... more Purpose Exploitation of project opportunities may bring more benefits than stipulated in the initial business case, and even stakeholder benefits that nobody thought of at the project initiation. The purpose of this paper is to suggest a new research area for megaprojects, i.e. the phenomenon of project opportunity exploitation as a means to increase the project benefits. Design/methodology/approach This is a single case study of an infrastructure megaproject, i.e. the construction and operation of a 50+ years old American bridge. Data cover information regarding 60+ years old historical documents, newspaper articles, interviews and video-recordings. Findings The findings of this paper are as follows: exploiting all opportunities created by the project and increasing project benefits require involvement from many categories of stakeholders; stakeholders get more involved in exploiting the opportunities created by the project when they are proud of the project; for some of the projec...
ABSTRACT This paper presents a research study that is part of the large international Project Man... more ABSTRACT This paper presents a research study that is part of the large international Project Management Institute (PMI)–sponsored research project the “Value of Project Management.” Three case studies have been conducted on Norwegian enterprises. This article focuses on how enterprises improve project management and presents the improvement efforts and the stated reasons behind them. There are striking similarities as to the prioritized ways the enterprises have chosen to make improvements: use of a rather standardized model for project work and internal schooling activities. The enterprises all explain their efforts as internally driven, even if some consultancy assistance was used. This article discusses three drivers behind the improvement efforts: an economic perspective, a new institutionalism perspective, and an innovation perspective. This article identifies indicators pointing to all drivers and helps us understand why and how enterprises are improving project management. The importance of research on the practice of the most capable enterprises within the project management field is acknowledged.
SUMMARY. In the spring of 1999, the Brown University Library be-came a participant in the CORC pr... more SUMMARY. In the spring of 1999, the Brown University Library be-came a participant in the CORC project. The reference department had two goals that had bccn difficult to achicvc due to time constraints and workloads. Onc was thc creation of subject pathfinders by ...
Project work in developing and emerging economies is complicated and unpredictable. It would be o... more Project work in developing and emerging economies is complicated and unpredictable. It would be of great help to equip project managers with an easily applicable tool to assess whether the project is on the right track or not. A Project Evaluation Scheme (PEVS) has earlier been used on Norwegian projects. Data from 89 Chinese projects has been collected using the
... Corporate development: balancing changes to people systems and organization J Rodney Turner, ... more ... Corporate development: balancing changes to people systems and organization J Rodney Turner, Kristoffer V Grude, Tor Haug and Eriing S ... date: Rl l,T PATHS HIS M'S PXOWCTIM SYSTEM STWTEir PtATRiKH 6Y ST PR Projed deicription:JAPE FtELD MAINTENANCE HATE ...
International Journal of Managing Projects in Business, 2010
ABSTRACT Purpose – The purpose of this paper is to present the X model, which is an inputs – proc... more ABSTRACT Purpose – The purpose of this paper is to present the X model, which is an inputs – processes – outputs (IPO) model well suited to describing and assessing individual projects. It argues and illustrates that this kind of model is appropriate for project control. It shows that X models can be used on the macro level by presenting the typical Norwegian project of 2008 based on several X models. Design/methodology/approach – The theoretical justifications (systems and socio-technical theories) for IPO models, and the X model in particular, are presented. Empirical data in the form of X models from 54 Norwegian projects are used to illustrate the application of X models. Findings – The findings are on two levels. For the single project, the paper demonstrates that the X model provides an insight into the situation of a project and causal relationships usually not available with other forms of project control. On the macro level based on the sample of X models, the paper presents the situation for the typical Norwegian project of 2008, which appears to be sufficiently robust to adopt. It shows that further improvements in project management and leadership, good information and feedback to the team members, and good cooperation with the base organisation will give even better results. Research limitations/implications – Further studies are needed to verify the usefulness of X models. Practical implications – This paper provides practitioners with an insight into how an IPO model like the X model can be applied to project management. The technique is particularly useful for project owners, and even for project managers, in their control of a project. Originality/value – The paper presents new ways of looking at project control and describing and assessing both a single project and a community of projects.
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Papers by Erling Andersen