Divergence between Archival and Perceptual Measures of the Environment: Causes and Consequences

Boyd, Brian; Dess, Gregory G.; Rasheed, Abdul M. A.

doi:10.2307/258758

Cited by 155 publications

(139 citation statements)

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“…A key advantage of the data is that we observe multiple projects for each PM; this allows us to isolate and identify the effects of PMs' PI on project performance. Further, archival data are well suited to studies of performance as they are not prone to response bias or response rates (Boyd et al 1993, Espinosa et al 2007. Complementing the archival data, we employ the critical incidents methodology Sternberg 1985, Joseph et al 2010) to assess the PI of the PMs who led these projects and relate measures of PMs' PI to project performance.…”

Section: Introductionmentioning

confidence: 99%

Project Managers' Practical Intelligence and Project Performance in Software Offshore Outsourcing: A Field Study

Langer

Slaughter

Mukhopadhyay

2014

Information Systems Research

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Full terms and conditions of use: http://pubsonline.informs.org/page/terms-and-conditionsThis article may be used only for the purposes of research, teaching, and/or private study. Commercial use or systematic downloading (by robots or other automatic processes) is prohibited without explicit Publisher approval, unless otherwise noted. For more information, contact permissions@informs.org.The Publisher does not warrant or guarantee the article's accuracy, completeness, merchantability, fitness for a particular purpose, or non-infringement. Descriptions of, or references to, products or publications, or inclusion of an advertisement in this article, neither constitutes nor implies a guarantee, endorsement, or support of claims made of that product, publication, or service. Copyright © 2014, INFORMS Please scroll down for article-it is on subsequent pagesINFORMS is the largest professional society in the world for professionals in the fields of operations research, management science, and analytics. For more information on INFORMS, its publications, membership, or meetings visit http://www.informs.org T his study examines the role of project managers' (PM) practical intelligence (PI) in the performance of software offshore outsourcing projects. Based on the extant literature, we conceptualize PI for PMs as their capability to resolve project related work problems, given their long-range and short-range goals; PI is targeted at resolving unexpected and difficult situations, which often cannot be resolved using established processes and frameworks. We then draw on the information processing literature to argue that software offshore outsourcing projects are prone to severe information constraints that lead to unforeseen critical incidents that must be resolved adequately for the projects to succeed. We posit that PMs can use PI to effectively address and resolve such incidents, and therefore the level of PMs' PI positively affects project performance. We further theorize that project complexity and familiarity contribute to its information constraints and the likelihood of critical incidents in a project, thereby moderating the relationship between PMs' PI and project performance. Information Systems ResearchTo evaluate our hypotheses, we analyze longitudinal data collected in an in-depth field study of a leading software vendor organization in India. Our data include project and personnel level archival data on 530 projects completed by 209 PMs. We employ the critical incidents methodology to assess the PI of the PMs who led these projects. Our findings indicate that PMs' PI has a significant and positive impact on project performance. Further, projects with higher complexity or lower familiarity benefit even more from PMs' PI. Our study extends the literatures on project management and outsourcing by conceptualizing and measuring PMs' PI, by theorizing its relationship with project performance, and by positing how that relationship is moderated by project complexity and familiarity. Our study provides unique empir...

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Section: Introductionmentioning

confidence: 99%

Project Managers' Practical Intelligence and Project Performance in Software Offshore Outsourcing: A Field Study

Langer

Slaughter

Mukhopadhyay

2014

Information Systems Research

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“…PEU tends to mask composite measures sought after during scanning activities (Boyd and Faulk 1996) that drive task creation. Concurrently, leaders tend to act on a perceived environment (Boyd et al 1993) with the goal of achieving a desired adaptation (Davis and Meyer 1998;Hambrick 1981). Task leaders must …”

Section: Task Selectionmentioning

confidence: 99%

“…PEU tends to mask composite measures sought after during scanning activities (Boyd and Fulk 1996) that drive task creation. Concurrently, leaders tend to act on a perceived environment (Boyd et al 1993) with the goal of achieving a desired adaptation (Davis and Meyer 1998;Hambrick 1981). Task leaders must also know that environmental variation relates to changes that may occur independent of a leader's ability to notice, comprehend, or interpret environment related data (Doty et al 2006).…”

Section: Task Selectionmentioning

confidence: 99%

Assembling Frameworks for Strategic Innovation Enactment: Enhancing Transformational Agility through Situational Scanning

Bigley

2018

Administrative Sciences

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Although a significant body of knowledge has been created around strategic management that drives change and innovation, there are voids in the literature regarding assembling a flexible and localized environmental scanning (ES) framework needed to assess threats, opportunities, the current environment, and the desired end-state of a global value chain (GVC) with direct linkages to strategic enactment. In this paper, the author describes this gap and develops a capability to create a task plan from a situational ES. The need for ES customization is further validated as a result of the change during a transformation or adaptation, hence the need for a localized feedback mechanism.

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“…Dynamism represents the perceived instability and the continuity of changes within the firm's environment. It can be expressed as an extent of predictability of a change in the environment, as the level of uncertainty in the environment, and can be manifested as the variance in the rate of market and industry change (Boyd, Dess and Rasheed [10]). …”

Section: External Environment and Entrepreneurial Orientationmentioning

confidence: 99%

Two-dimensional analysis of the influence of strategic networking on entrepreneurial orientation and business performance among SMEs

2016

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Original scientific paper Strategic networking (SN) is the process through which firms leverage specialization, efficiently allocate transformational resources and optimize support through information sharing. The purpose of this paper is to examine the influence of strategic networking (SN) on entrepreneurial orientation and firm performance of Croatian SMEs, one of a dozen small, open and still-transitioning European economies. Financial and non-financial indicators were used in order to more precisely clarify the multidimensional aspect of the SN-EO-performance relationships. The external environment was assessed in terms of turbulence, hostility and dynamism, where its direct effect on SN and EO was tested. Research results indicate that defined structural model has a satisfactory fit level to empirical data and that structural coefficients lead to the acceptance of the research hypotheses. More importantly, the results yield some significantly new elements necessary for understanding the role of SN for the EO and performance of SMEs in a developing economy. Keywords: business performance; entrepreneurial orientation; SMEs; strategic networkingDvodimenzijska analiza utjecaja strateškog umrežavanja na poduzetničku orijentaciju i uspješnost poslovanja među malim i srednjim poduzećimaIzvorni znanstveni članak Strateško umrežavanje predstavlja proces pomoću kojeg poduzeća ostvaruju povećanu specijalizaciju, efikasnije alociraju transformacijske resurse te optimiziraju međusobnu potporu putem razmjene informacija, intenzivne suradnje i poboljšanja reputacije. Svrha ovog članka je ispitati utjecaj strateškog umrežavanja na poduzetničku orijentaciju i uspješnost poslovanja hrvatskih malih i srednjih poduzeća, u kontekstu jedne od desetak drugih malih, otvorenih, tranzicijskih europskih ekonomija. U istraživanju su korišteni financijski i nefinancijski pokazatelji uspješnosti kako bi se preciznije ustanovio višedimenzijski odnos između strateškog umrežavanja, poduzetničke orijentacije i poslovne uspješnosti. Okolina je mjerena pomoću koncepata turbulentnosti, suparništva i dinamičnosti pri čemu je testiran izravan utjecaj okoline na strateško umrežavanje i poduzetničku orijentaciju. Rezultati istraživanja ukazuju da definirani strukturni model posjeduje zadovoljavajuću razinu prikladnosti empirijskim podacima, te ujedno strukturni koeficijenti potvrđuju postavljene istraživačke hipoteze. Također, rezultati istraživanja doprinose jasnijem razumijevanju uloge strateškog umrežavanja na poduzetničku orijentaciju i uspješnost poslovanja malih i srednjih poduzeća koja posluju u tranzicijskoj ekonomiji.Ključne riječi: mala i srednja poduzeća; poduzetnička orijentacija; strateško umrežavanje; uspješnost poslovanja

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Divergence between Archival and Perceptual Measures of the Environment: Causes and Consequences

Cited by 155 publications

References 0 publications

Project Managers' Practical Intelligence and Project Performance in Software Offshore Outsourcing: A Field Study

Project Managers' Practical Intelligence and Project Performance in Software Offshore Outsourcing: A Field Study

Assembling Frameworks for Strategic Innovation Enactment: Enhancing Transformational Agility through Situational Scanning

Two-dimensional analysis of the influence of strategic networking on entrepreneurial orientation and business performance among SMEs

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