Topic
Project stakeholder
About: Project stakeholder is a research topic. Over the lifetime, 3317 publications have been published within this topic receiving 110056 citations. The topic is also known as: Project stakeholder.
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TL;DR: In this article, a survey towards the internal project stakeholder in an univerity with response rate 48% was carried out to collect the raw data for Partial Least Squares Structural Equation Modeling (PLS-SEM) analysis.
Abstract: In this research, adoption of the DeLone and McLean (D&M) information system (IS) success model and its adaptation with the project success theories were used to explore state of IS project success and to examine factors which affect its success. A survey towards the internal project stakeholder in an univerity with response rate 48% was carried out to collect the raw data for Partial Least Squares Structural Equation Modeling (PLS-SEM) analysis. Majority of the participants (80.7%) stated that level of the project success is more than 50% where information quality, system quality, service quality, system use, and user satisfaction substantially explain 64.5% of variance in the success variable. The three quality factors together explain 43.2% of the variance of system use and 70.4% of the variance of user satisfaction. Although, a number of the findings were consistent with the prior studies, these findings also presented inconsistencies especially related to aspects of information quality and system use. Accordingly, researchers and practitioners will be stand to benefit from the information provided in this study and it is hoped that future research will build upon the findings reported herein as efforts are made to attain the IS project success especially in the sampled institution.
42 citations
TL;DR: In this article, a longitudinal and detailed analysis of the evolution of stakeholder decisions and tensions in a building project in Canada overcomes these two limitations, showing that sustainability approaches are dynamic and create tensions that significantly impact the initial project goals and the planning and design phases.
42 citations
01 Jan 2005
TL;DR: The management of knowledge in project environments is a unique text that brings together contributions from leading academic practitioners, to demonstrate how knowledge management can lead to project success as discussed by the authors, and how knowledge can be used to improve project performance.
Abstract: Management of knowledge in project environments is a unique text that brings together contributions from leading academic practitioners, to demonstrate how the management of knowledge can lead to p ...
42 citations
TL;DR: A model of projects as social trajectories where the trajectory progress is linked to the key characteristics of the “alignment-seeking” process is developed, and points to a different way of thinking about project management, emphasizing management interventions not typically part of mainstream project management methods.
Abstract: This paper responds to recent calls to extend the theoretical perspectives taken on the important organizational activity of managing projects, based on a deeper understanding of the reality of their day-to-day social practice. Drawing on theoretical constructs from sociologist Strauss, we conceptualize projects as a “social trajectory,” whose progress is determined by ongoing interaction between parties with different “world views” seeking to promote their interpretations and interests within a network of organizational power relations. This theoretical framework is used to interpret an 18-month participant-observer ethnographic study of an IT-enabled business change project, seeing the management of the project in terms of intense social interaction seeking alignment between multiple perspectives and interests. From the rich data from the case study, we demonstrate the relationship between the effectiveness of this “alignment-seeking” and the perceived progress of the project trajectory, and develop a model of projects as social trajectories where the trajectory progress is linked to the key characteristics of the “alignment-seeking” process. This model extends current project management theory and points to a different way of thinking about project management, emphasizing management interventions not typically part of mainstream project management methods.
42 citations
TL;DR: In this article, a case study is presented from a project where five companies representing manufacturer, wholesaler and retailer roles tried to establish supply chain management practices, and the researchers had the role of project managers and facilitators, thereby acting as action researchers.
Abstract: A case study is presented from a project where five companies representing manufacturer, wholesaler and retailer roles tried to establish supply chain management practices. The researchers had the role of project managers and facilitators, thereby acting as action researchers. Although devised and conducted in a way that seemed adequate to the participants, the project was only partly successful. Our analysis of the case shows that dynamics of institutional trust and distrust caused obstructions to the mutual learning capacities of the participating companies. If the project management had been able to attend to and manage these dynamics in a more reflective manner, the project may have been more successful. This hypothesis is substantiated through quantitative analysis of accountancy data from one participating company as well as qualitative analysis of transcripts from project meetings.
42 citations