The role of top management involvement in firms performing projects: A dynamic capabilities approach

Hermano, Víctor; Martín-Cruz, Natalia

doi:10.1016/j.jbusres.2016.01.041

Cited by 83 publications

(66 citation statements)

References 95 publications

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“…Many experts have recommended project management as the most appropriate and effective tool for ensuring the growth and development of a company, through which the company maintains and/or increases its competitive market position ( Stare, 2011;Vrečko & Mulej, 2012;Kerzner, 2013;Nemec-Pečjak, 2013;Nijhuis, Vrijhoef, & Kessels, 2014;Hermano & Cruz-Martin, 2016), and as a tool for the implementation of the planned restructuring and/or renewal projects (Slatter & Lovett, 1999;Kovač, 2009;Dubrovski, 2011;Vrečko & Mulej, 2012). Project management as a science-based branch of management has, as a dynamic field, made a major step in its development over the past two decades.…”

Section: Theoretical Basesmentioning

confidence: 99%

Resolving Companies in Crisis: Agile Crisis Project Management

Čelesnik¹,

Radujković²,

Vrečko

2018

Organizacija

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Introduction and purpose:In practice, the existing models of tackling companies' crises are still lacking effectiveness and efficiency. The agile crisis project management model (ACPM) is based on the crisis project management doctrines, which we upgraded with the principles and methodologies of agile project management. It was developed for the resolution of such crises. Methods: Relying on scientific knowledge and in accordance with the defined research problem, we decided to use the qualitative research methods while using a method of highly structured interviews for data collection. A comparative case studies method was used for the comparative comparison of effectiveness and efficiency among the sample companies, which were divided into groups A and B. Companies in group A used the non-project approach, the traditional project, and/or the hybrid non-project-traditional project approach (CM approach) in implementing the planned measures and activities in the restructuring process and/or renovation; companies in group B used the agile project and/or the hybrid agile project-traditional project approach (ACPM approach). Results: The studied companies facing crises used various implementation approaches for the planned measures and activities within the framework of the crisis solution. The companies using the ACPM approach (group B) completed their restructuring and/or renewal process more quickly and were more effective and efficient after the crisis than during the pre-crisis period. At the same time, their net sales growth was also higher than the growth of companies using the CM approach (group A). Conclusion: The article demonstrates the results of the research, which studied the effectiveness and efficiency of resolving the sample companies' crises. In accordance with the research results, we conclude that supplementing the crisis project management with an agile project approach when resolving company crises positively affects the efficiency and effectiveness of companies after the crisis.

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Section: Theoretical Basesmentioning

confidence: 99%

Resolving Companies in Crisis: Agile Crisis Project Management

Čelesnik¹,

Radujković²,

Vrečko

2018

Organizacija

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“…This competencies and skills also include decision-making skills, leadership skills, implementation of the business models, presentation skills, and influential power. Many entrepreneurial studies have shown that management skill can be achieved through personal qualities and related factors (Hermano and Martín-Cruz, 2016;Eggers et al, 2017;Davidsson and Honig, 2003). Management skills refer to the skills, knowledge, and abilities to manage the venture.…”

Section: Introductionmentioning

confidence: 99%

International women entrepreneurs and international opportunity recognition skills for start-up ventures

Goh

Mostafiz

2018

JIBED

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Entrepreneurship is an alternative employment source of women in many nations. It has been shown that entrepreneurship is often a male-dominated sphere. However, women with proper skills, knowledge, learning, and support can flourish in entrepreneurial activities. The aim of this paper is to provide deeper insights on international women entrepreneurship by focusing on the success factors of women entrepreneurs, international opportunity recognition skills, and performance of start-up ventures. Building on the extant literature of human capital, social network relationships, and entrepreneurship literature, this study presents a conceptual model predicting the performance of new start-up ventures of women entrepreneurs. The article concludes with important theoretical and practical research implications, and provides future research avenues.

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confidence: 99%