Portfolio management of development projects in Danish municipalities

Arlbjørn, Jan Stentoft; Freytag, Per Vagn; Thoms, Lisa

doi:10.1108/ijpsm-03-2014-0047

Cited by 14 publications

(5 citation statements)

References 26 publications

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“…Ethnic tensions negatively affect public sector employee motivation and job performance. This argument is parallel to the findings of the studies conducted by Cheng (2015), Arlbjørn et al (2015), and Ababneh (2016). These studies also found that the political environment affects public sector motivation and job performance.…”

Section: Research Findingssupporting

confidence: 70%

“…The second variable is the "technological environment" that has an impact on human resource activities. The third variable is the "political environment" that affects employee's morale, motivation, and job performance (Schuler et al 1993;Dowling 1999;Brewster 1999;Boyne et al 1999;Cheng 2015;Arlbjørn et al 2015;Ababneh 2016). Another variable is the "sociocultural environment" that includes societal values, norms, beliefs, customs, and work ethics that affect the management of human resources (Schuler et al 1993;Dowling 1999;Kalpazidou 2008;Cannaerts et al 2016;Ohemeng 2010).…”

Section: Contingency Theorymentioning

confidence: 99%

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Human Resource Management Problems and Public Sector Management

Naidu

Chand²,

Nanau³

2022

Global Encyclopedia of Public Administration, Public Policy, and Governance

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SynonymsContingency approach; Employee management; Small island developing states; Strategic human resource management Definitions Human resource managementIt refers to the use of employee management practices to attract, retain, and develop employees in an organization (Naidu and Chand 2014). Contingency approachIt is part of the SHRM as it involves aligning the HRM practices to achieve the business objectives of organizations (Naidu and Chand 2014).

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Section: Research Findingssupporting

confidence: 70%

Section: Contingency Theorymentioning

confidence: 99%

Human Resource Management Problems and Public Sector Management

Naidu

Chand²,

Nanau³

2022

Global Encyclopedia of Public Administration, Public Policy, and Governance

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“…As posited before, the managerial focus on policy networks and its link to organizational ambidexterity remain understudied (Smith and Umans, 2015; Palm and Lilja, 2017). To overcome this limitation and apply traditional management concepts from the private sector to public sector effectively (Stentoft Arlbjørn et al , 2015, p. 14). We propose the use of case studies to understand the complexity of this phenomenon.…”

Section: Discussionmentioning

confidence: 99%

“…However, managerial focus on policy networks and its link to organizational ambidexterity thus remain understudied (Smith and Umans, 2015; Palm and Lilja, 2017). As Stentoft Arlbjørn et al (2015, p. 14) note: “They are so different that it is problematic to transfer management tools from the private sector to public sector without further reflection”. (Therefore, the motivation of this paper is to contribute to previous literature by understanding which factors support ambidexterity in policy networks to foster SMEs innovation.…”

Section: Introductionmentioning

confidence: 99%

Organizational ambidexterity in policy networks

Heras

Estensoro

Larrea

2020

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Purpose This paper aims to propose an analytical framework in which to study ambidexterity in the management of policy networks. The paper is inspired by the concept of organizational ambidexterity in the public sector (Smith and Umans, 2015). By focusing on policy networks fostered by public administration with the aim of supporting small- and medium-sized enterprise (SME) innovation, the paper elaborates on the links between firm innovation and performance and regional development. The cases analyzed are policy networks fostered by two publicly owned county development agencies in the Basque Country (Spain). An analytical framework emerges from bridging the gap between theory and practice. By understanding ambidexterity as a dynamic capability, the authors found that key ambidexterity drivers are related to network features (motivation to balance exploration and exploitation and diversity in terms of participants) and the individual feature of diversity within the network management group. However, other individual characteristics (leadership style) and territorial features (local institutional capacity) did not provide conclusive insights, calling for a deeper analysis and complex models to capture specific nuances. Design/methodology/approach The method used in the empirical part of the paper is the case study, as it considers the contextual conditions pertaining to a phenomenon (Yin, 2009) and helps understand present dynamics in specific contexts (Eisenhardt, 1989; Yin, 2009). Flyvbjerg (2006) examines common misunderstandings about case studies to conclude that social science may be strengthened by the execution of greater number of good case studies. Following his arguments, the authors consider that practical knowledge is also valuable together with theory, that is why the framework is not derived exclusively form theory but from the interaction and mutual influence of theory and practice. Findings The case studies lead to a discussion on the effect of network, territorial and individual characteristics (including management/facilitation modes) on network outcomes, including innovation performance of firms and network sustainability. Additionally, these cases show the importance of different factors as necessary conditions and key discriminants when supporting ambidextrous networks. The case analysis and the integration of the theory in this analysis allow observing the evolution of both networks, developing some conclusions on the core factors that influenced these trajectories, thus proposing an analytical framework. Specifically, it can be seen that some of the factors conditioned the ambidextrous strategy of the network. Practical implications The main implication of the paper in practice is that the concept of ambidexterity and the framework developed to understand some of its features are a useful tool to diagnose policy networks. The impact in society inspired in this implication is that authors, through the discussion workshops mentioned in the methodology section, have helped the community of policy network managers in Gipuzkoa reflect and improve their strategies and consider the potential of not exclusively focusing on exploration or exploitation. Consequently, the impact on society, in this case on policy networks in the region, has gone beyond the cases studied. Originality/value The paper proposes the concept of ambidexterity as one that helps analyze the ability of policy networks to foster SMEs innovation. Managerial literature has extensively analyzed the importance of modes to foster ambidexterity within organizations (Gibson and Birkenshaw, 2004; He and Wong, 2004; Levinthal and March, 1993; Lubatkin et al., 2006) and also its individual dimension (Volery et al., 2015). Managerial focus on policy networks and its link to organizational ambidexterity thus remain understudied. Although private sector literature has explored both concepts, the relation between them has not been analyzed (Smith and Umans, 2015).

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“…Juga ada teori set lunak dan model hierarkis analitik di bawah kesederhanaan digabungkan. Keuntungan utama dari metode ini dibandingkan dengan yang lain adalah metode hibrida sangat sederhana dalam hal perhitungan dan kompleksitas komputasi dari algoritma yang diusulkan rendah [33].…”

Section: Metode Keputusan Multi Kriteriaunclassified

Model Prioritisasi untuk Manajemen Portofolio Proyek Aplikasi di E-Government: Literatur Review

Sari

Susanto

2018

TEKNOSI

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Pengembangan teknologi yang cepat dapat digunakan untuk memenuhi permintaan yang meningkat untuk sebuah proyek, terutama di berbagai organisasi pemerintah umum seperti E-Government (layanan teknologi informasi berbasis elektronik yang digunakan oleh pemerintah) untuk menghadapi berbagai kendala sumber daya dan oleh karena itu harus membuat pilihan. Secara umum, dalam hal memilih antara lusinan dan ratusan alternatif untuk proyek, portofolio organisasi dan prioritasnya adalah masalah pengambilan keputusan multi-kriteria yang kompleks solusi yang membutuhkan teknik yang jelas, metode, dan definisi faktor untuk pengambilan keputusan dan prioritisasi pengambilan keputusan (decision-making). Pada studi literatur ini terdapat perumusan masalah yakni kriteria faktor model pembanding untuk model prioritisasi serta menemukan kerangka kerja dan metodologi yakni mengenai prioritisasi manajemen portfolio di bidang pemerintahan khususnya pada E-Government. Tinjauan pustaka dilakukan untuk mengidentifikasi karakteristik organisasi publik yang diusulkan untuk memulai penelitian tentang penerapan prioritas manajemen portofolio, serta metodologi dan praktik yang digunakan dan aspek lain yang relevan dari topik tersebut. Studi ini mengeksplorasi penggunaan dan teknik manajemen portofolio dari beberapa studi sebelumnya yang telah diuji dalam praktek dan metodologi prioritas proyek dalam layanan pemerintah umum. Hasil penelitian ini berkontribusi untuk memperkaya teori tentang teknik, metode, terutama prioritas manajemen proyek portofolio dalam kasus pemerintah.

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Portfolio management of development projects in Danish municipalities

Cited by 14 publications

References 26 publications

Human Resource Management Problems and Public Sector Management

Human Resource Management Problems and Public Sector Management

Organizational ambidexterity in policy networks

Model Prioritisasi untuk Manajemen Portofolio Proyek Aplikasi di E-Government: Literatur Review

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