A new way of thinking about IT project management practices: Early empirical results

Despite decades of efforts to improve the management of Information Technology (IT) projects, failure rates remain high. This article first reviews literature about information systems success and IT project success. Most of the improvement efforts have focused on advancing variations of the traditional project management paradigm, such as embodied by the Project Management Body of Knowledge. This article describes a new way of thinking about managing IT project called Value-Driven Change Leadership (VDCL), and reports the results of an initial empirical exploration to identify project success factors stemming from VDCL as well as the traditional paradigm. The results are based on data collected from 16 medium-sized IT-intensive projects at eight Chicago-based organizations from six different industries. The results, although not based on a large sample, point to several project management practices associated with project success that stem from both the traditional paradigm as well as VDCL. For example, traditional practices managing stakeholders’ expectations, scope, and schedule are associated with project success, as are practices stemming from VDCL, such as managing the end-product’s architecture, business value added, and the organization change associated with systems implementation. The results of this study also suggest that further research into new ways of thinking about IT project management may be fruitful.     

Transformation of the Information Technology Function in Organizations: A Case Study in the Manufacturing Sector

The main goal of this study is to better understand the nature of transformations of the Information Technology (IT) function in organizations. A conceptual framework combining a typology of the IT function and key elements of the theory of punctuated equilibrium was developed and applied in a case study of a manufacturing company. Our results suggest that IT functions are transformed in response to various pressures that push it toward change. However, these pressures need to be channelled through a catalyst consisting of three independent elements: (a) the vision of the enterprise concerning the potential value of IT tools, (b) the degree of Chief Information Officer's participation in strategic decision making, and (c) the level of IT knowledge among members of the executive team. Finally, our results challenge the notion that all IT functions tend towards the same optimal profile over time. Copyright © 2011 ASAC. Published by John Wiley & Sons, Ltd.     

How should information technology be covered in the accounting program?

Professional accounting associations, business schools, and accounting professors are increasingly faced with an important question: Which information technology (IT) competencies should be developed in accounting programs to train skilled professional accountants? Key references in accounting education show that advanced‐level training in IT is very important for accountants’ careers. Through content analysis, I investigate how Canadian CPAs are trained in IT. Results indicate that, postmerger, IT has lost ground in the CPA program. This could be mainly due to: (a) a larger coverage in finance, strategy, and governance topics; (b) challenges to promote and teach IT in terms of course development; and (c) a lack of recognition of and incentives for academic work on IT. Compared to some key players in accounting education, it appears that Canada has taken a different route with regard to the required IT competencies. Copyright © 2016 ASAC. Published by John Wiley & Sons, Ltd.     

The Effects of Electronic Collaboration in Distributed Project Management

Abstact The emergence and widespread use of collaborative technologies for distributed project management has opened up opportunities for off-shore outsourcing and collaborative development. However, most tools and techniques for project management focus on on-site, long term relationships and sourcing strategies at a time when inter-organizational relationships are becoming more dynamic and geographically dispersed. This paper uses grounded theory to analyze data on virtual teams' projects. The analysis uncovers “effects” in the way in which distributed projects are managed. These effects relate to coordination, communication and adaptation to distributed electronic work environments. Following an analysis of these electronic collaboration “effects”, a model for distributed project management is presented.     

Moving beyond the mechanistic structures: The role of inclusive leadership in developing change‐oriented organizational citizenship behaviour

In this study, we explore the relationship between inclusive leadership and change‐oriented organizational citizenship behaviour (OCB) with the mediating roles of behavioural integrity and trust in leadership. Data were collected from 151 supervisor–subordinate dyads from small and medium enterprises in Pakistan. The results revealed that inclusive leadership is positively related to change‐oriented OCB. Our study reaffirms the indirect effect of the inclusive leadership on change‐oriented OCB via behavioural integrity and trust in leadership. Finally, the results supported the chain of causality: sequential mediation of behavioural integrity, and trust in leadership between inclusive leadership and change‐oriented OCB. Causal attribution theory is used to support the findings. Implications for theory and practice are discussed.     

Stay close! The role of leader distance in the relationship between transformational leadership,work engagement,and performance in undergraduate project teams

The author aimed to show that (a) transformational leadership is related to project teams’ performance via work engagement and (b) leader distance moderates the relationship between transformational leadership and work engagement. The proposed moderated mediation model was tested using 180 students in an undergraduate management course and working in project teams. The findings supported only the relationship between work engagement and performance, and thus transformational leadership does not appear to be useful in undergraduate project teams. However, the nonsignificant moderator effect revealed an unexpected finding for a direct and marginally significant relationship between leader distance and work engagement.     

Foreign affiliates' knowledge sourcing from parent firms

This study investigates the factors that influence the extent to which foreign research and development affiliates source knowledge from their parent firms, by developing theoretical hypotheses that predict patterns of foreign affiliates' knowledge sourcing according to their technological capabilities at multiple levels (firm, industry, and country). We use cross‐border mergers and acquisitions and patent citation data from Fortune Global 500 firms to test our theoretical arguments. The findings suggest that a parent firm's foreign affiliate ownership, industry‐level R&D intensity, and home–host country differences in technological capabilities increase foreign affiliates' knowledge sourcing from their parent firms.     

Leadership effectiveness and motivation in Africa and the African Diaspora (LEAD): An introduction

The LEAD research project was developed in order to broaden management research in areas such as Africa. This special issue brings together the early findings of the research team. The present article reviews the literature and discusses the importance of understanding organizational leadership and motivation in under researched areas of the world. We explain the use of both emic (Delphi Technique and focus groups) and etic (large scale survey) research and describe the LEAD project and methodology in detail. Here we advocate the use of emic and etic research, and also consider the practical realities of using such approaches. Copyright © 2014 ASAC. Published by John Wiley & Sons, Ltd.     

Leadership and motivation in Africa and the African Diaspora (LEAD): Summary and Epilogue

This paper consolidates and summarizes the findings of the preceding three empirical papers in the LEAD special issue. A research framework is offered that reflects the research approach followed to date and that incorporates the Ubuntu leadership philosophy as an antecedent for explaining certain leader attributes and behaviours. The research framework also serves as a vehicle against which to examine the quantitative data resulting from the future administration of a quantitative survey in the next phase of the LEAD research project. The paper concludes with the presentation of several propositions to stimulate thinking and to serve as initial guides for future research. Copyright © 2014 ASAC. Published by John Wiley & Sons, Ltd.     

How Positive and Neo‐Aristotelian Leadership Can Contribute to Ethical Leadership

Virtuous leadership is crucial for advancing leadership ethics. By comparing Positive Leadership and its notion of virtuousness with neo‐Aristotelian leadership based on virtue, this article sheds light on this research field. We expound on the differences and commonalities between the two and present possibilities of how they can enrich each other and further ethical leadership theory. Our findings concern the purported Aristotelian roots of virtuousness, the relative strengths and weaknesses of the positive and the neo‐Aristotelian approaches, and the interplay between technical skills and ethical excellence in leadership. We propose the adoption of practical managerial tools and procedures from Positive Leadership, making them dependent upon the virtues to achieve flourishing within organizations and society at large. © 2018 ASAC. Published by John Wiley & Sons, Ltd.     

Gender diversity issues in the IT industry: How can your sourcing group help?

In the information technology (IT) industry, women constitute only 33% of employees at the entry level and 17% at the leadership level. In this article, we outline the status of women in the workforce and discuss issues that affect their participation, with a specific focus on the IT sector. We claim that U.S. corporations can influence gender diversity in the IT industry by leveraging their relationships with IT suppliers. To this end, we propose the application of Nudge Theory during the strategic sourcing of IT services. We begin our narrative by describing the current state of gender diversity initiatives. Then, we detail gender diversity initiatives in the sourcing process as revealed by a survey on the topic related to IT suppliers. We then briefly define Nudge Theory and provide examples of this theory as applied to an organization’s supplier base. Finally, we present the details of our recommendation, which suggests that sourcing groups should include questions regarding women’s participation in the IT supplier’s workplace during competitive market events. We conclude with a call to action and a call to research.     

Investigating the Interrelationships among Success Measures of Open Source Software Projects

Open source software (OSS) has attracted extensive attention from researchers and scholars. This increasing attention is a result of the remarkable growth in the number of OSS applications in recent years. Despite an increased number of studies on OSS project success, the interrelationships among different success indicators of OSS projects are not well understood in literature. The present study reports on the interrelationships between the success measures of OSS projects, as defined by the ability of the project to attract user and developer interest, release management, project activity, and development sustainability. To test the relationships hypothesized, we gathered data from 1409 OSS projects over time (in two snapshots over a period of eight months). The results show the following: (a) project activity until any time period positively impacts the subsequent period’s developer interest and development sustainability; (b) development sustainability positively drives user and developer interest; (c) release frequency positively influences the next period’s developer interest, as well as development sustainability; (d) developer interest positively drives user interest. These findings have implications for both the OSS research community and OSS practitioners.     

Lies,damned lies,and project plans: Recurring human errors that can ruin the project planning process

Project-based work has become a critical component of global industrial activity. Among other functions, projects are used to develop new products and services, improve operations flows, implement innovative information technologies, and conduct primary R&D. At the same time, project management is a core skill requirement for numerous corporations worldwide hoping to harness a means of improving both the efficiency and effectiveness of their operations. Unfortunately, the track record for project development has not been strong. Data suggest that within various industrial components, such as IT, failure rates for projects are high; even ‘successful’ examples typically run well over budget and behind schedule. This article addresses some of the reasons why projects and project management have failed to live up to lofty expectations, arguing that the seeds of failure are often sown from the outset through flawed project planning. Citing the more common errors in human judgment and drawing on numerous examples, we offer guidelines by which project planning can begin to work as it was intended: on behalf of the project rather than at cross-purposes with the project's goals.     

Managing critical success factors for IS implementation: A stakeholder engagement and control perspective

Enterprise information systems (IS) implementation is often part of an organization's strategic IT initiatives and requires a large investment of organizational resources, yet may fail due to inadequate management of critical success factors (CSF). Using a revelatory case study of a multi‐partner COTS implementation process by a large Canadian government organization, this research investigates successful management of CSF through optimal stakeholder engagement and a balancing of control configurations. This research identifies four distinct project orientations related to stakeholder engagements—strategic, responsibility, harmony, and persuasion—that can be of significant value in managing CSF and other challenges during implementation and post‐implementation phases. In addition to the identification of a need for control balancing in a multi‐partner IS implementation, three key drivers responsible for triggering control balancing are identified: (a) shared understanding, (b) negative anticipation, and (c) deviation of expectations. Copyright © 2017 ASAC. Published by John Wiley & Sons, Ltd.     

论企业高管团队的利器--团队领导力--以复星集团的五人团队为例

本文首先基于领导理论发展主线的成果提出团队领导力的概念，指出其理应成为现代管理团队发展的一项核心能力；认为团队领导力体现于团队角色和经理角色的交叉域，每种团队角色都对应一种或几种经理角色，具有不同特色的领导职能，它们相互紧密啮合、缺一不可，都是团队领导力不可分割的部分。文章并以复星集团的五人团队为例，分析了其特点和对团队领导力的成功运用。     

A meta‐analysis of the UTAUT model: Eleven years later

The unified theory of acceptance and use of technology (UTAUT) has been widely used to investigate factors influencing the adoption and use of information systems and technologies (IS/IT). However, studies using UTAUT are not conclusive in terms of statistical significance, direction, and magnitude. Through a meta‐analysis of empirical studies on UTAUT from 2003 to 2013, we determine how parsimonious, accurate, and robust UTAUT is at predicting acceptance and use of technology. A meta‐analysis of 74 publications reveals that performance expectancy, effort expectancy, and social influence explain IS/IT adoption, while behavioural intention is the most often measured dependent variable operationalized as a proxy for system use, supporting the strength of UTAUT as an explanatory model of IS/IT acceptance and use. Copyright © 2016 ASAC. Published by John Wiley & Sons, Ltd.     

What does diversity management mean for the gender equality project in the United Kingdom? Views and experiences of organizational “actors”

There has been a shift at the organizational level away from a traditional “equal opportunity” paradigm underpinned by notions of social justice, with a specific focus on tackling gender inequalities towards a business‐led “diversity management” paradigm, with a focus on the individual and their contribution to the organization. We argue that diversity management as a concept and model has the potential to undermine the gender equality project, but drawing on a UK‐based study we conclude that whether or not it presently does so in practice is less clear. Nevertheless, our study, presenting views and experiences of multiple organizational actors, demonstrates the seductiveness of the diversity discourse, which could herald danger for the future direction and substance of the gender equality project. Copyright © 2010 ASAC. Published by John Wiley & Sons, Ltd.     

When should a leader be directive or empowering? How to develop your own situational theory of leadership

A situational theory of leadership attempts to match a particular leadership style or type to specific external circumstances. The general idea is that one type of leadership will be effective in one situation, but a different type of leadership will be effective in another situation. Historically, situational theories of leadership have been too abstract to apply to specific situations. Nevertheless, the concept of situational leadership retains considerable intuitive appeal. In this article we draw on our previous research about situational leadership during resuscitation in a trauma center, in order to derive a general strategy of how a leader can best develop his or her own personal theory of leadership which best works for their unique circumstances. The core of the strategic approach involves: (1) defining goals for a specific situation, (2) defining potential leadership types, (3) identifying situational conditions, (4) matching a leadership style to the particular situation, and (5) determining how the match between leadership style and situation will be made. The medical trauma center we profile provided an interesting example of how leaders considered elements of the situation to guide their own leadership.     

Analyzing and Managing the Impact of Cultural Behavior Patterns on Social Capital in Multinational IT Project Teams

This paper contributes to a better understanding and to mitigate negative consequences of cultural diversity in multinational IT project teams. Our research explores how culture-specific behaviors impact social capital among team members and how firms can manage the strains. In the existing IS culture literature, culture-specific behaviors are – if at all – traced back to single culture dimensions. In contrast, the approach proposed in this article goes one step further suggesting that it is necessary to combine several culture dimensions to better understand a certain culture-specific behavior and consequently be able to better manage resulting relationship problems in multinational settings. Conducting exploratory case studies in six multinational IT projects, two exemplary cultural behavior patterns (face maintenance in India and post-communism in the Czech Republic) are identified, and management actions to avoid project performance problems are derived. The results contribute to a better understanding and management of the negative impact of culture-specific behaviors in IT project teams and corroborate that research based on culture dimensions, such as those conceptualized by Hofstede or House et al., is valuable for understanding multi-country IS projects. The findings in particular suggest that aggregating these dimensions to cultural behavior patterns improves their explanatory power and consequently the management’s capability to mitigate the negative consequences of cultural diversity.     

Perceived Product Benefits and the Project Management Performance: The Role of the Perceived Supplier Ranking

The aim of this article is to understand customers’ perceptions regarding the project management performance and the perceived benefits if the customers perceived the supplier to be the best or the second-best systems delivery project supplier. This research investigates 2,191 system delivery projects in the facilities management industry. Exploratory factor analysis was employed on the project management variables. The testing of the hypotheses was done with partial least squares (PLS) structural equation modeling (SEM) with SmartPLS. The findings show a significant relationship between the commissioning and the perceived benefits, independent of whether the company was perceived to be best or second best in the industry. The proposal stage was perceived to be significantly related to perceived benefits provided by the outcome of the project (the product) when the company was the second-best supplier. Inherent structure in systems delivery projects included three phases, consisting of the proposal, installation, and commissioning. Also, the perceived project management performance in the commissioning stage was significantly related to the perceived benefits provided by the outcome of the project (the product) when the supplier was perceived to be the best and the second best in the industry. Contrary to expectations, this was not the case with all project management phases.