2009
DOI: 10.1108/01409170910952958
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Project leadership skills in cooperative projects

Abstract: PurposeIn search for new ideas outside the firm's boundaries most companies choose to implement cooperation in the form of discrete projects, increasing the importance of project management. As research in this area so far mainly dealt with formalized instruments of process control, the purpose of this paper is to focus on personal aspects, particularly on the role of project leadership.Design/methodology/approachA sample of 84 biotechnological projects were analyzed. A standardized questionnaire was developed… Show more

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Cited by 20 publications
(13 citation statements)
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“…This consequently creates a link between organizational buying behavior and the key account/salespeople literature (see also Spencer, 2004). Similarly, in literature on new product development (Biemans, 2003;Curran, Niedergassel, Picker & Leker, 2009;Ernst & Teichert, 1998), multiple respondents of customer companies are acknowledged. Thus, this emphasizes the complexity of business relationships.…”
Section: Individuals In Business-to-business Marketingmentioning
confidence: 99%
“…This consequently creates a link between organizational buying behavior and the key account/salespeople literature (see also Spencer, 2004). Similarly, in literature on new product development (Biemans, 2003;Curran, Niedergassel, Picker & Leker, 2009;Ernst & Teichert, 1998), multiple respondents of customer companies are acknowledged. Thus, this emphasizes the complexity of business relationships.…”
Section: Individuals In Business-to-business Marketingmentioning
confidence: 99%
“…In that respect, project managers play a central role in their organizations, namely in linking a variety of stakeholders, in trying to keep a unified project team spirit, and in aiming to balance the requirements, time, and cost constraints throughout the project life cycle (Curran, Niedergassel, Picker, & Leker, 2009; Thoms & Pinto, 1999). This is why numerous authors have considered leadership skills to be essential to project success (Pinto et al, 1998; Thoms & Pinto, 1999).…”
Section: Project Leadershipmentioning
confidence: 99%
“…The samples examined in the articles could be classified into three main groups of individuals, projects, and organisations. In this classification, seven articles analysed projects as their samples, (Sutcliffe, 1999;Shim and Lee, 2001;Bossink, 2004;Barber and Warn, 2005;Ng and Walker, 2008;Hsu et al, 2017;Kappagomtula, 2017), 42 articles suggested individuals as their samples (Thite, 2000;Lee-Kelley and Loong, 2003;Odusami et al, 2003;Keegan and Den Hartog, 2004;Mäkilouko, 2004;Green, 2004;Strang, 2005Strang, , 2007Liu and Fang, 2006;Sumner et al, 2006;Jacques et al, 2007;Turner, 2007, 2010;Toor and Ofori, 2008;Geoghegan and Dulewicz, 2008;Curran et al, 2009;Anantatmula, 2010;Clarke, 2010;Lloyd-Walker and Walker, 2011;Slattery and Sumner, 2011;Yang et al, 2011Yang et al, , 2012Kissi et al, 2013;Murata, 2013;Yang et al, 2013;Ameh and Odusami, 2014;Mokhtari et al, 2014;Tyssen et al, 2014a;Stoffers and Mordant-Dols, 2015;Krog and Govender, 2015;Larsson et al, 2015;Miyamoto, 2015;Muhammad and Iqbal, 2015;Coulombe, 201...…”
Section: Sample Typementioning
confidence: 99%
“…The strength of a project leader is highly dependent on the degree of trust among team members and administrative activity (Curran et al, 2009).…”
Section: Leader Specifications and Requirementsmentioning
confidence: 99%