Understanding top management's decision-making on implementing project management systems: an exploratory study
Fecha
2017Versión
Acceso abierto / Sarbide irekia
Tipo
Artículo / Artikulua
Versión
Versión publicada / Argitaratu den bertsioa
Impacto
|
10.17559/tv-20160229114224
Resumen
Top Management’s motivation to invest in improving their organisation’s Project Management processes and practices is arguably an important under-researched phenomenon. In this paper we present the results of an exploratory design research whose main purpose is to identify the decision process that Top Management follows and the criteria they use to make their decision when considering investing ...
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Top Management’s motivation to invest in improving their organisation’s Project Management processes and practices is arguably an important under-researched phenomenon. In this paper we present the results of an exploratory design research whose main purpose is to identify the decision process that Top Management follows and the criteria they use to make their decision when considering investing in improving their Project Management processes. A multiple case study was conducted in the Basque Country region, Spain, followed by a survey to explore the phenomenon in greater depth and compare results. Findings suggest that the decision making process is mostly fast, intuitive, and based on qualitative methods rather than rule-governed and based on quantitative methods. Findings also suggest that the most important criteria considered are related to internal efficiency rather than to external factors. [--]
Materias
Decision making process,
Project management adoption,
Project management processes
Editor
Mechanical Engineering Faculty in Slavonski Brod
Publicado en
Technical Gazette 24, 3(2017), 837-846
Departamento
Universidad Pública de Navarra. Departamento de Proyectos e Ingeniería Rural /
Nafarroako Unibertsitate Publikoa. Landa Ingeniaritza eta Proiektuak Saila