Making decisions in an ever-changing environment - A research agenda

Pataki, Béla; Pádár, Katalin

doi:10.15208/pieb.2013.04

Cited by 2 publications

(2 citation statements)

References 14 publications

(7 reference statements)

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“…Many decision makers have to make more and more decisions about issues they are not familiar (enough) with, not knowing (entirely) the important attributes of the problem to be solved. In such situations, they have the following options (Pataki and Pádár, 2013): learning about the issue to become able to make a (more or less) rational decision, that is, gathering and analyzing information about the significant attributes; and/or asking for advice from or delegating the decision to a trusted expert, because it is hopeless for him/her to become an expert on the issue within the given time and resource constraints.…”

Section: 22mentioning

confidence: 99%

Bringing project and change management roles into sync

Pádár

Pataki

Sebestyén

2017

JOCM

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Purpose Change management (CM) and project management (PM) literatures examine the key roles (change agent, project manager, project or change sponsor) played during projects or changes only from their respective points of view. They do so even in cases where projects and changes occur at the same time – or are so-called change projects. In such cases, effective management should utilize both scientific fields’ bodies of knowledge (BoK). The purpose of this paper is to unfold how and in which domain(s) typical roles of the two disciplines correspond to each other. Design/methodology/approach This paper is a systematic, bi-disciplinary meta-review that simultaneously studies relevant literature on roles performed during projects and changes. The common domain of CM and PM was identified; the systematic review and comparison of role definitions followed. Findings This paper examines and illustrates the correspondence of 7 CM and 14 PM roles; e.g., “sponsor” refers to the same role and “change agent” and “project manager” are corresponding ones, referring to the same role up to a certain degree. Research limitations/implications This paper does not provide an exhaustive overview of various instances of different role (and stakeholder) interpretations. Practical implications Findings should facilitate the better management of changes that require CM-type and PM-type capabilities and actions. Originality/value As a result of the meta-review, two CM roles were re(de)fined. Linking PM and CM roles provides common ground on which practitioners of both fields can rely. A step-by-step tool for the identification of such cases in practice, when both types of roles should be played and both BoK can be utilized complementarily, was developed.

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Section: 22mentioning

confidence: 99%

Bringing project and change management roles into sync

Pádár

Pataki

Sebestyén

2017

JOCM

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“…Innovative approaches are now required for responsiveness to the changing environment (Pádár and Pataki, 2010). The nature of competition and competitive advantage has mostly changed (Bryan, 2002;Farsani et al, 2012;Kotter, 2012;Mendenhall et al, 2003;Miles et al, 2010;Pieters and Young, 1999;Beer et al, 2000;Smith and Fingar, 2003;Wang and Ahmed, 2003).…”

Section: Change and Competitive Advantagementioning

confidence: 99%

Integrating robustness and resilience in change and competitive advantage framework: insights from Indian pharmaceutical industry

Singh

2014

IJSCM

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Understanding of enablers which dynamically configure the organisational capabilities of change and adaptation in the current hypercompetitive environment constitutes a key research agenda for researchers in strategic management. Based on data obtained from 216 senior executives from Indian pharmaceutical industry, this paper shows how the constructs of alternate economic logic, strong future focus and flexible intent configure the attributes of robustness and resilience in organisations. This paper therefore reviews and examines the themes of resilience and robustness and its impact on organisational change capability to drive competitive advantage by using confirmatory factor analysis (CFA). The study resulted in useful insights into the field of factors contributing to robustness, resilience and change, leading to superior performance which is an indicative of competitive advantage. The contribution of this research is significant as it will guide strategy practitioners to synergistically configure their organisations with attributes of robustness and resilience for competitive advantage.

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Making decisions in an ever-changing environment - A research agenda

Cited by 2 publications

References 14 publications

Bringing project and change management roles into sync

Bringing project and change management roles into sync

Integrating robustness and resilience in change and competitive advantage framework: insights from Indian pharmaceutical industry

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