/pdf/a-break-in-the-clouds-towards-a-cloud-definition-svovsw1r5a.pdf

A Break in the Clouds: Towards a Cloud Definition

Everybody knows that digital technology has revolutionized our economy and our lifestyles. But how many of us really understand the drivers behind the technology – the significance of going digital; the miniaturization of electronic devices; the role of venture capital in financing the revolution; the importance of research and development? How many of us understand what it takes to make money from innovative technologies? Should we worry about manufacturing going offshore? What is the role of India and China in the digital economy? Drawing on a lifetime’s experience in the industry, as an engineer, a senior manager, and as a partner in a global venture capital firm, Henry Kressel offers an expert personalized answer to all these questions. He explains how the technology works, why it matters, how it is financed, and what the key lessons are for public policy.

Competing for the Future

Is innovation always beneficial? A meta-analysis of the relationship between innovation and performance in SMEs

An extensive body of literature indicates the importance of teamwork to the success of innovative projects. This growing awareness, that "good teamwork" increases the success of innovative projects, raises new questions: What is teamwork, and how can it be measured? Why and how is teamwork related to the success of innovative projects? How strong is the relationship between teamwork and various measures of project success such as performance or team member satisfaction? This article develops a comprehensive concept of the collaboration in teams, called Teamwork Quality (TWQ). The six facets of the TWQ construct, i.e., communication, coordination, balance of member contributions, mutual support, effort, and cohesion, are specified. Hypotheses regarding the relationship between TWQ and project success are tested using data from 575 team members, team leaders, and managers of 145 German software teams. The results of the structural equation models estimated show that TWQ (as rated by team members) is significantly associated with team performance as rated by team members, team leaders, and team-external managers. However, the magnitude of the relationship between TWQ and team performance varies by the perspective of the performance rater, i.e., manager vs. team leader vs. team members. Furthermore, TWQ shows a strong association with team members' personal success (i.e., work satisfaction and learning).

https://www.jstor.org/stable/pdfplus/3085981.pdf

Teamwork Quality and the Success of Innovative Projects: A Theoretical Concept and Empirical Evidence

在翟象俊主编的《大学英语》第2册第5单元中，有这样一个句子：“As a boy and then as an adult, I never lost my wonder at the personality that was Einstein.”教参中指出“the personality that was Einstein”应理解为“the personality which was the most striking characteristic of Einstein”，该句译为“作为一个孩子，到后来作为一个成人，我一直对爱因斯坦的个性惊叹不已”。很明显，在这里译者把“personality”理解为“个性，人格”，但本人认为应译为“人物，名人”更妥。“personality”可作“个性，人格”讲，但它还有另外一个重要意思。在陆谷孙主编的《英汉大词典》（1993年版）中，“personality”第3条释义为：“个人，人物，名人”：“appoint a personality to lead a campaign，派一个人去领导一场运动”。“a personality in the news，新闻人物”。在...

此处“personality”译法探析

Plans are nothing, changing plans is everything: the impact of changes on project success

Although the causes for project success and failure have been the subject of many studies, no conclusive evidence or common agreement has been achieved so far. One criticism involves the universalistic approach used often in project management studies, according to which all projects are assumed to be similar. A second problem is the issue of subjectiveness, and sometimes weakly defined success measures; yet another concern is the limited number of managerial variables examined by previous research. In the present study we use a project-specific typological approach, a multidimensional criteria for assessing project success, and a multivariate statistical analysis method. According to our typology projects were classified according to their technological uncertainty at project initiation and their system scope which is their location on a hierarchical ladder of systems and subsystems. For each of the 127 projects in our study that were executed in Israel, we recorded 360 managerial variables and 13 success measures. The use of a very detailed data and multivariate methods such as canonical correlation and eigenvector analysis enables us to account for all the interactions between managerial and success variables and to address a handful of perspectives, often left unanalyzed by previous research. Assessing the variants of managerial variables and their impact on project success for various types of projects, serves also a step toward the establishment of a typological theory of projects. Although some success factors are common to all projects, our study identified project-specific lists of factors, indicating for example, that high-uncertainty projects must be managed differently than low-uncertainty projects, and high-scope projects differently than low-scope projects.

Refining the Search for Project Success Factors: A Multivariate, Typological Approach

An important issue to explain the success of new ventures is mostly ignored by the research of entrepreneurship: the social interaction within entrepreneurial teams. The purpose of this paper is to introduce the concept of social interaction, which was originally developed for innovation teams in the field of entrepreneurship research and theory. The theoretical discussion proves if an adoption of the social interaction to the field of entrepreneurship is theoretically possible. Using the data of 159 German entrepreneurial teams, the effects of social interaction on new business success are empirically proven. The introduced measurement model, which consists of six dimensions, shows a high quality in the empirical test. The quality of the social interaction within entrepreneurial teams is crucial for the new venture success. An empirical comparison with the frequently used team conflicts confirm that the measurement of conflicts is not a sufficient substitute measurement for social interaction. Overall, the social interaction in entrepreneurial teams could be seen as an important but not only factor of business success.

Social Interaction: A Determinant of Entrepreneurial Team Venture Success

Refining the search for project success factors: a multivariate, typological approach

This article illustrates one aspect of the concept of “fit” between an organization's implementation of project management and its organizational context by exploring how the underlying drivers of ...

Thomas Lechler

Papers

Plans are nothing, changing plans is everything: the impact of changes on project success

Refining the Search for Project Success Factors: A Multivariate, Typological Approach

Social Interaction: A Determinant of Entrepreneurial Team Venture Success

Refining the search for project success factors: a multivariate, typological approach

Project management systems: Moving project management from an operational to a strategic discipline