International Journal of Project Management: A review of the first ten years

Betts, Martin; Lansley, Peter

doi:10.1016/0263-7863(95)00001-7

Cited by 54 publications

(47 citation statements)

References 13 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…When projects are in the early definition phase, it will be unclear what is to be delivered, what types of solutions will be most effective and what types of organization will be most appropriate; there will be a high level of uncertainty and ambiguity in this phase of the project [31]. According to Galbraith [33], Betts and Lansley [34] and Kolltveit [35] it is common for uncertainty to be understood as a lack of information, suggesting that uncertainty can be defined as follows: "The difference between the amounts of information required to perform the task and the amount of information already possessed by the organization". Based on this definition, Brun and Saetre [36] and Brun [37] argued that uncertainty can be reduced by the provision of more information, but that ambiguity is not necessarily reduced as a result of the provision of more information.…”

Section: What Kind Of Definitions Should We Choose: Uncertainty or Risk?mentioning

confidence: 99%

Value of Uncertainty: The Lost Opportunities in Large Projects

Johansen

Eik-Andresen

Landmark

et al. 2016

Administrative Sciences

View full text Add to dashboard Cite

Abstract:The uncertainty management theory has become well established over the last 20-30 years. However, the authors suggest that it does not fully address why opportunities often remain unexploited. Empirical studies show a stronger focus on mitigating risks than exploiting opportunities. This paper therefore addresses why so few opportunities are explored in large projects. The theory claims that risks and opportunities should be equally managed in the same process. In two surveys, conducted in six (private and public) companies over a four-year period, project managers stated that uncertainty management is about managing risk and opportunities. However, two case studies from 12 projects from the same companies revealed that all of them had their main focus on risks, and most of the opportunities were left unexploited. We have developed a theoretical explanation model to shed light on this phenomena. The concept is a reflection based on findings from our empirical data up against current project management, uncertainty, risk and stakeholder literature. Our model shows that the threshold for pursuing a potential opportunity is high. If a potential opportunity should be considered, it must be extremely interesting, since it may require contract changes, and the project must abandon an earlier-accepted best solution.

show abstract

Section: What Kind Of Definitions Should We Choose: Uncertainty or Risk?mentioning

confidence: 99%

Value of Uncertainty: The Lost Opportunities in Large Projects

Johansen

Eik-Andresen

Landmark

et al. 2016

Administrative Sciences

View full text Add to dashboard Cite

show abstract

“…Therefore, for the analysis of the sources of information, each article is classified according to three categories: reviews, case studies, and empirical data [13,148]. That is to say, 185 articles correspond to reviews or proposals based on knowledge, data, and insights drawn from academic or practitioner experience; 117 articles are case studies based on observation or detailed quantitative data; and 116 articles are cataloged as presentations and analyses of empirical data, or empirical analyses of secondary data, usually referring to some theoretical framework or analytical model.…”

Section: Sources Of Information and Industrial Sectorsmentioning

confidence: 99%

What Is Going on with Stakeholder Theory in Project Management Literature? A Symbiotic Relationship for Sustainability

2018

View full text Add to dashboard Cite

Nowadays the advance towards sustainability poses a global challenge for modern society as well as for companies. Professionals and academics continually redefine business processes and design management mechanisms in a more appropriate way in order to allow companies to balance economic activity with the environmental and social impact that they generate. Under this complex and dynamic scenario, creating a product, providing a service, or achieving a given result requires a different interpretation of the efficiency paradigm and an adequate socio-environmental intelligence. In the context of project management, sustainability-related knowledge, skills, and suitable tools are necessary to face this challenge. Moreover, its close relationship with stakeholder theory presents an alternative to approach that purpose. This article attempts a systematic review of the literature on stakeholder theory in project management during the past nine years, with the aim of providing a comprehensive view of this relationship, revealing its impact and influence on sustainability, and finding new research paths. We highlight the potential benefits derived from this relationship, either as an instrument for the promotion of corporate social responsibility and inclusive policies, as a means for the generation of shared value and technological innovation, or as a key factor in the strategy and business management of a given project.

show abstract

“…Crawford et al (2006) summarised the work of 6 of the studies listed in table 2 (Themistocleous and Wearne (2000), Zobel and Wearne (2000), Urli and Urli (2000), Betts and Lansley (1995), Morris et al (2000) and Kloppenborg and Opfer (2002) In the decade since Crawford et al (2006) produced the hierarchy shown in Table 3, the subject of project management has progressed and additional studies have been undertaken. Building on the category-topic model created by Crawford et al (2006), the table can be augmented with additional findings from later studies to generate a set of project management word and phrases that can be tested against a current dataset of literature.…”

Section: Previous Researchmentioning

confidence: 99%

Trends in Project Management

Ferraro¹

2007

PM Solutions Research

View full text Add to dashboard Cite

This study charts the trends and changing emphases in project management. A quantitative, positivistic study, using frequency analysis and 116,202 records, this paper uses 16 a priori categories to search for keywords in the period 1966 to 2015.Graphs are presented for each of the 16 categories showing the percentage of publications in the study period. The categories were analysed using a linear trend line to predict the future trajectory of the category.The key findings were that 13 of the 16 categories of project management were expected to increase in frequency in the literature. The findings of this study agree and disagree with previous studies and this was attributed to the different samples used and how the search terms were identified and grouped. This paper will be of benefit to those studying project management, to academics who work in this sphere and to others interested in this subject area.

show abstract

International Journal of Project Management: A review of the first ten years

Cited by 54 publications

References 13 publications

Value of Uncertainty: The Lost Opportunities in Large Projects

Value of Uncertainty: The Lost Opportunities in Large Projects

What Is Going on with Stakeholder Theory in Project Management Literature? A Symbiotic Relationship for Sustainability

Trends in Project Management

Contact Info

Product

Resources

About