Stakeholder theory is a useful framework for analyzing the behavioral aspects of the project management process, particularly the complicated process of project management within the Department of Defense (DOD). Projects can be beset by the agenda of various stakeholders within the organizational structure. When this occurs, the implementation of a strong project stakeholder management strategy is necessary to increase the likelihood of success. This is a case study of a failed DOD project, even though it was fully justified and badly needed. Stakeholder theory serves as the theoretical underpinning of this case analysis, which identifies the potential causes of the project failure. Project management lessons learned from the failure and a project stakeholder management strategy framework are presented to facilitate better decision making on the part of project managers to increase the likelihood of successful project management outcomes.

Purpose -The purpose of this paper is to present a conceptual framework for merging the strategic management process, the managerial decision-making process and the six-sigma process into a single, unified decision model. Design/methodology/approach -The methodology involves each of the three decision-making processes, noting their similarities and differences, and arguing from the similarities that a single unified model will result in superior decisions. Findings -The findings were that a single, unified model is possible and the resulting model is presented in the paper. Research limitations/implications -Since this research results in a conceptual model only, it remains to be tested in actual practice. This testing is intended for a later paper. Practical implications -If the testing of the model in practice results in superior decisions, the practical implications of the paper would be use of the Friday-Stroud/Sutterfield model in practice for better management decisions. Originality/value -The paper presents an original model, which results from merging the three-decision-making process.

This multi-semester (eight semesters), multi-course study compared student performance in undergraduate online and traditional sections of "Organization and Management" with sample sizes of 380 and 213, respectively. Concurrent online and traditional sections of "Strategic Management" courses with sample sizes of 298 and 456, respectively, were also comparatively analyzed. Similar to previous research (Borthick & Jones, 2000; Gagne & Shepherd, 2001; Piccoli, Ahman, Ives, 2001), this study found no statistically significant difference in student performance between online and traditional classes in both management courses after examining eight semesters of data. However, this study found gender differences with both management courses. Literature Review Related Computer-mediated Communication & Asynchronous Learning Networks Research Relevant research from the distance learning literature, focusing on computer-mediated communication (CMC) and asynchronous learning networks (ALN), will be used to provide insight into the web-based learning environment (Harasim, 1990; Hiltz, Johnson, & Turoff, 1986). CMC has been considered distinct from non-CMC in that it can be interactive. CMC can also allow the substance and process of the interactions to be archivable, retrievable, and revisable (Harasim, 1990). It can also alleviate time and place-dependent constraints sometimes associated with synchronous communication in the learning environment (Hiltz & Wellman, 1997). Synchronous and asynchronous are two modes of communication that can be used in traditional and web-based classes. Many of today's business schools' physical classrooms come equipped with various types of instructional technology (e.g., data ports, video equipment, fiber optics) to facilitate the instructors' ability to convey knowledge synchronously (in the same physical location at the same time) to the

This is a case study of a failed Department of Defense (DOD) project, even though it was fully justified and badly needed. Project management within the DOD is a complicated process. Projects are beset by the agenda of various stakeholders within the DOD organizational structure. When this occurs, strong project management leadership is necessary for success. This paper analyzes the potential causes of the project failure resulting from the three domains of organizational conflict, and identifies lessons learned from the failure via a conflict management perspective. Lessons learned are presented to facilitate the management of interpersonal-based, task-based, and process-based conflicts on the part of project managers and project sponsors, thus increasing the likelihood of successful project management outcomes. This case study fills a void in the project management literature by examining the relationship between the three dimensions of organization conflict and the increase in various project costs, and then offering a Project-Conflict Management Framework.