Redesigning Social Inquiry Fuzzy Sets And Beyond

Review of solar dryers for agricultural products in Asia and Africa: An innovation landscape approach.

An impressive number of new startups are launched every day as a result of growing new markets, accessible technologies, and venture capital. New ventures such as Facebook, Supercell, Linkedin, Spotify, WhatsApp, and Dropbox, to name a few, are good examples of startups that evolved into successful businesses. However, despite many successful stories, the great majority of them fail prematurely. Operating in a chaotic and rapidly evolving domain conveys new uncharted challenges for startuppers. In this study, the authors characterize their context and identify common software development startup practices.

Voice of Evidence - What Do We Know about Software Development in Startups?

This paper adds to an important aspect of Partial Least Squares (PLS) path modeling, namely the convergence of the iterative PLS path modeling algorithm. Whilst conventional wisdom says that PLS always converges in practice, there is no formal proof for path models with more than two blocks of manifest variables. This paper presents six cases of non-convergence of the PLS path modeling algorithm. These cases were estimated using Mode A combined with the factorial scheme or the path weighting scheme, which are two popular options of the algorithm. As a conclusion, efforts to come to a proof of convergence under these schemes can be abandoned, and users of PLS should triangulate their estimation results.

On the Convergence of the Partial Least Squares Path Modeling Algorithm

The Strategic Management of Large Engineering Projects

Complexity is considered one of the hallmarks of megaproject failure; however, no common definition of complexity in the megaproject context exists in contemporary literature; particularly in devel...

https://journals.sagepub.com/doi/pdf/10.1177/18479790211027414

Clarifying megaproject complexity in developing countries: A literature review and conceptual study:

Purpose: Rapid worldwide growth in megaprojects has attracted academic interest. In practice, complexity is one of the main causes for the failure of megaprojects. This study proposes a system of project manager leadership to overcome problems of complexity in achieving success with a megaproject.Design/methodology/approach: This study uses configuration analysis, fuzzy-set qualitative comparative analysis (fsQCA), to investigate the combination of complexity and leadership competencies that promote megaproject success. This study analyzes three megaproject manager leadership competencies—technical, emotional–social and adaptive—with three megaproject complexities—structural, social and emergent—to determine the combinations and levels required to ensure a megaproject’s short- and long-term success. Seven Indonesian infrastructure megaprojects were involved in this explorative study.Findings: This study has identified four combinations between complexity and leadership competencies and three necessary conditions that can lead to a successful megaproject. This study also reports that insufficient project manager leadership competence in the technical, emotional-social, and adaptive aspects can lead to lower megaproject performance.Research limitations/implications: By using fsQCA, this study is sufficient to understand the combination of complexity and leadership competencies in the megaproject performance. However, configuration comparative analysis using small samples is unable to explain results that are more rigorous when compared with the statistical approach. Having higher cases and additional analytical approaches that can lead to a more robust quantitative analysis method is strongly needed to address these limitations.Practical implications: For practitioners, this study proposes effective leadership competency combinations for managing various complexities of the megaproject.Originality/value: This study provides an insight into the competencies of megaproject management leadership. This study contributes to the literature by providing fresh perspectives on megaproject management, especially in terms of complexity and leadership. This is an important research area for the development of megaproject management theory as it fills theoretical gaps in megaproject management in terms of the leadership aspect.

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Complexity, leadership, and megaproject performance: a configuration analysis

Purpose: Grounded to social identity and information decision theories, the study develops and empirically verifies a fresh theoretical model on the possible mediating effect of emotional and task conflicts toward the associations between diversity (work, social, and ideology) and project performance. Design/methodology/approach: A survey was performed, and 68 Indonesian start-ups provided positive responses accounting for a 57.6% response rate. In total, 102 Indonesian project teams participated, and since multiple team members were inquired for respective teams, 395 individual respondents were involved. An aggregation protocol was utilized to compute team-level datasets. The partial least square (PLS) method was utilized for the main analysis. Findings: The findings suggest a detrimental effect of heightened ideology polarization towards team performance as mediated by emotional conflict. Moreover, work diversity positively affects task conflict, but it does not positively affect team performance. Possible moderating variables such as cultural aspects may lessen the impact. Research limitations/implications: The study offers an updated theoretical model which pertains to diversity, conflict and performance. It also offers unique empirical evidence to examine the theoretical propositions within the setting of Indonesian start-ups. The sample size is rather limited even though it is substantially larger than similar past studies. This could result in a relatively low statistical power. Practical implications: It offers useful practical insights for start-ups to improve their project performance by looking at the intricate association between aspects of team diversity, conflict, and project success. Originality/value: This study extends the contemporary knowledge on diversity studies, by focusing on the project context of Indonesian start-ups.

/pdf/impact-of-team-diversity-and-conflict-on-project-performance-4vmvt46mze.pdf

Impact of team diversity and conflict on project performance in Indonesian start-ups

A Meta Analysis Study Leadership and Project Success

Complexity has become an inseparable characteristic of construction megaprojects. Moreover, it has been identified as the cause of failure of megaprojects by practitioners. Researchers continue to explore complexity in megaprojects and are attempting to address it. This article aims to define complexity, examine its aspects, and look at the management approach in Indonesia's construction megaprojects from the project manager's perspective. The article is conducted based on the available literature and case studies in three Indonesian infrastructure megaprojects: the Trans-Island Highway, Indonesian Light Rail Transit, and Indonesian International Airport. This article notes that as practitioners, project managers are still focused on megaproject complexity from a negative perspective, perceiving it as an obstacle despite the fact that complexities can present positive opportunities. Complexity can be categorized into three aspects, namely, structural, social, and emergent. In this context, this report examines complexity management by studying various unique cases of Indonesian megaprojects. This article provides insight and knowledge to researchers with regard to aspects of management and megaproject complexity, especially in developing countries. For practitioners, this article provides management approaches that can be considered in the management of megaprojects.

Retno Wulan Damayanti

Papers

Clarifying megaproject complexity in developing countries: A literature review and conceptual study:

Complexity, leadership, and megaproject performance: a configuration analysis

Impact of team diversity and conflict on project performance in Indonesian start-ups

A Meta Analysis Study Leadership and Project Success

Project Managers’ Perspectives on the Complexity of Construction Megaproject in Indonesia: A Multicase Study