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首页> 外文学位 >Developing and sustaining project management as a strategic asset: A multiple case study using the resource-based view.
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Developing and sustaining project management as a strategic asset: A multiple case study using the resource-based view.

机译：将开发和维持项目管理作为战略资产：使用基于资源的视图进行的多案例研究。

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摘要

Increasingly, companies are turning to project management as a way of work. Project management is gaining ground as an important organizational asset. Some even claim that codified project management practices (as measured with project management maturity models) enable companies to achieve a competitive advantage.; The connection between strategy and project management is relatively new, yet germane to many organizations from a competitive advantage perspective. For the most part, companies view project management as an operational construct and not one that merits attention as being critical to strategic directions.; Within the management literature, the Resource-Based View of the firm focuses on a company's internal assets as sources of advantage. Strategic assets are heterogeneous resource bundles that are valuable, rare, inimitable, and have an organizational focus. The Resource-Based View serves as the theoretical foundation for this study.; The study explores the characteristics of a strategic asset in project management and the processes companies use to develop and sustain the advantage. Senior, middle, and project managers from four international companies participate in interviews and a survey. The companies are Financial Institute, Telecom, Manufacturer, and Utility. The researcher conducts 67 interviews and gathers 28 responses to a project management maturity survey. The qualitative data is coded and textually analyzed using Atlas.tiRTM and the survey results analyzed using non-parametric tests with SPSSRTM.; In addition to three research models, the study develops the VRIO-LDN Framework, Project Management Asset Profile, Strategic Asset Genome, and identifies 14 conceptual Organizational Elements. The findings show that it takes more than a superior reputation or high project management maturity level to achieve a strategic asset in the discipline. A strategic asset in project management is a complex construct. It involves 14 organizational concepts grouped as tangible resources (codified, explicit knowledge), intangible resources (knowledge-based assets, tacit knowledge, social networking, alignment), business and process backbones (leadership, link to strategy, trade-offs and integration points, continuous improvement), and isolating mechanisms (periods of stabilization, history, social complexity, causal ambiguity).; This thesis can be encapsulated by stating that tangible and intangible resources in project management matter.
机译：公司越来越多地将项目管理作为一种工作方式。项目管理作为重要的组织资产正在逐渐普及。一些人甚至声称，编纂的项目管理实践（以项目管理成熟度模型衡量）可以使公司获得竞争优势。战略和项目管理之间的联系相对较新，但是从竞争优势的角度来看，它们与许多组织密切相关。在大多数情况下，公司将项目管理视为一种运营结构，而不是将其视为对战略方向至关重要的一种结构。在管理文献中，企业的基于资源的观点着眼于公司的内部资产作为优势来源。战略资产是多种资源束，它们是宝贵的，稀有的，独特的并且具有组织重点。基于资源的观点是本研究的理论基础。该研究探讨了项目管理中战略资产的特征以及公司用于开发和维持优势的过程。来自四家国际公司的高级，中级和项目经理参加了访谈和调查。这些公司是金融学院，电信公司，制造商和公用事业公司。研究人员进行了67次访谈，并收集了28个对项目管理成熟度调查的答复。使用Atlas.tiRTM对定性数据进行编码和文本分析，并使用SPSSRTM使用非参数测试对调查结果进行分析。除三种研究模型外，该研究还开发了VRIO-LDN框架，项目管理资产概况，战略资产基因组，并确定了14个概念性组织元素。研究结果表明，要获得该学科的战略资产，不仅需要较高的声誉或较高的项目管理成熟度。项目管理中的战略资产是一个复杂的结构。它涉及14个组织概念，分为有形资源（编纂，显性知识），无形资源（基于知识的资产，隐性知识，社交网络，一致性），业务和流程主干（领导力，与战略的链接，权衡和整合点） ，持续改进）和隔离机制（稳定期，历史，社会复杂性，因果歧义）。可以通过陈述项目管理中的有形和无形资源来概括本论文。

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  • 作者

    Jugdev, Kam.;

  • 作者单位

    University of Calgary (Canada).;

  • 授予单位 University of Calgary (Canada).;
  • 学科 Business Administration Management.
  • 学位 Ph.D.
  • 年度 2003
  • 页码 498 p.
  • 总页数 498
  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类 贸易经济;
  • 关键词

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