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.

Drawing on the recruitment, marketing, and explanation literatures, we examine how the language used to describe diversity practices in employee recruitment advertisements influences the organizational attractiveness perceptions of white, black, and Asian prospective applicants. Results show that prospective applicants' reactions to advertised support for identity‐conscious diversity practices were moderated by applicants' race, applicants' previous discrimination experiences, and the type of explanation a firm used to support its use of diversity practices. The results of this article provide new insights into how firms can effectively attract a diverse applicant pool. © 2008 Wiley Periodicals, Inc.

Managers can and do behave differently in similar organizations and within similar jobs. Role theory is proposed to be useful in understanding and determining how managers' perceptions of the organizational setting influence their leadership behaviors. This paper seeks to: (1) introduce role theory as a mechanism for explaining the relationship between organizational context and leadership behavior; (2) integrate transformational and transactional leadership theories with research on organizational context and role theory; and (3) identify organizational contextual and personality variables that influence transformational and transactional leadership behaviors.

Purpose -To examine student readiness for change and behavioral intentions regarding the implementation of an enterprise resource planning system (ERP). The study also integrates literature on technology acceptance, readiness for change, and change implementation to test an adapted version of the technology acceptance model (TAM). Design/methodology/approach -Data were analyzed using SPSS 10.0 and AMOS 4.0. Findings -Gender and perceived ERP benefits are related to students' readiness for change, and readiness for change is a significant predictor of students' attitude toward usage of the ERP system. Additionally, computer self-efficacy is related to attitude toward usage and one's intent to use the ERP system.Research limitations/implications -First, is the use of self-report data, external validation would have been preferred. Second, the potential for common method bias is a concern. Finally, it was not possible to sample a majority of the more than 12,000 students enrolled. Of the students in the sample 92 percent were business majors. Practical implications -Organizational investments in technology must take into account more than the financial cost; they must be sensitive to user characteristics. Subsequently, the leadership of an organization should address and strategically plan for individual differences like an individual's readiness for change when implementing a new technology. Originality/value -The TAM model remains stable using college students and with the addition of individual difference factors, such as the readiness for change.

Kahn, Wolfe, Quinn, and Snoek (1964) and Shivers-Blackwell (2004) asserted that managers' perceptions of organizational context and personality influence their interpretations of leadership role requirements. This follow-up study posited that managers' perceptions of organizational structure and culture influence how they interpret their leadership role requirements. Furthermore, locus of control and self-monitoring are proposed to moderate this relationship. One hundred and eighty-six (186) managers were surveyed. Results indicate that there is a relationship between managers' interpretations of organizational context and their perceived transactional and transformational role requirements. Furthermore, this relationship appears stronger for managers with an external locus of control.