Risk Management Capability Maturity and Performance of Complex Product and System (CoPS) Projects with an Asian Perspective

Yeo, K.T.; Ren, Yingtao

doi:10.32738/jeppm.201407.0004

Cited by 8 publications

(7 citation statements)

References 42 publications

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“…Risk taking largely reflects the organization's willingness to break away from the tried-and-true venture into the unknown (Chua, 2014; Perez-Luno et al, 2011). The management of risks is a growing area of concern (Ren et al, 2014) which can lead to a range of benefits for both projects and organisations. In case on innovative projects, it provides guidance for decision making about alternative options, increases confidence in the project success and reduces the risk of unexpected events that can cause delays and excess expenditure (Porananond and Thawesaengskulthai, 2014).…”

Section: Entrepreneurial Orientationmentioning

confidence: 99%

Entrepreneurial Orientation vs. Innovativeness of Small and Medium Size Enterprises

Ejdys

2016

EPPM-Journal

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This study aims to examine the role of entrepreneurial orientation (entrepreneurship orientation) in innovation level among Small and Medium Size Enterprises (SMEs). A questionnaire survey was conducted among 137 firms in the Podlaskie Region. Three hypotheses related to entrepreneurial orientation and innovativeness level were examined by Structural Equation Modeling (SEM). The relation between two constructs of entrepreneurial orientation and innovativeness, that is proactiveness and risk taking were analyzed. The research results show that proactiveness has a significant positive total effect on improving innovativeness. The findings suggest, in contrast to the strategic orientation literature, that risk taking deters enterprises from organizational innovation. The results confirmed the significantly higher impact of the risk taking as an intermediate variable on the innovation through the mediator of proactivity. This work examines the relations between entrepreneurial orientation and innovativeness, thus contributes to the strategic orientation literature.

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Section: Entrepreneurial Orientationmentioning

confidence: 99%

Entrepreneurial Orientation vs. Innovativeness of Small and Medium Size Enterprises

Ejdys

2016

EPPM-Journal

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“…A similar finding was reported in another multiple-case study by Albrecht and Spang 10 which suggested “complexity” as a moderation variable. A quantitative study was carried out by Ren et al 49 for complex product and system projects within Singapore and Chinese settings and found a positive, moderated relationship between PRMM and project performance. The moderation variable was “complexity and uncertainty” at the project level.…”

Section: Literature Reviewmentioning

confidence: 99%

The impact of project risk management maturity on performance: Complexity as a moderating variable

Hartono

Wijaya

Arini

2019

International Journal of Engineering Business Management

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This study examines the utility of project risk management maturity (PRMM) for project-based organizations across different domains. The relationship between organization-level PRMM and firm's performance is studied. Two alternatives of theoretical model are developed on the basis of an extensive literature review. The first model (i.e. traditional model) posits a direct positive relationship between PRMM and organizational performance. The second model suggests that the relation between the two key variables is positively moderated by the average level of "complexity" of projects which are typically performed by respective organizations. A cross-sectional, self-administrated survey is carried out with targeted respondents of senior members representing their respective organizations in construction, ICT, and telco industries in Indonesia (distributed ¼ 651, response rate ¼ 21.5%, final sample size ¼ 100). The result suggests that, in general, the utility of PRMM is observable across organizations-but its efficacy diminishes for organizations with lower level of "project complexity." This study provides an empirical support to the moderation model. The finding contributes to theoretical refinement on studies pertinent to project risk maturity. From a practical perspective, the result highlights the importance of contextual variables (in this case, project complexity) when designing organizational maturity.

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“…Several authors have investigated about risk and risk management, raising the interest from different industries and organizations Aven, 2010;Hillson, 2007;Ward and Chapman, 2003;Aven, 2016). The risk management process includes five main stages (Baloi and Price, 2003;Hillson, 2007;Ward and Chapman, 2003;Banaitienė et al, 2011;Carter and Chinyio, 2010;Dikmen et al, 2008;ISO, 2009;NASA, 2011;Osipova and Eriksson, 2013;Papadaki et al, 2010;Ren et al, 2014;Standards Australia, 2007). These stages are as follows: 1) risk management planning; 2) risk identification; 3) risk analysis and evaluation; 4) response plan to risks; and 5) monitoring and control of risks.…”

Section: Risk Managementmentioning

confidence: 99%

Measuring the performance of project risk management: a preliminary model

Serpell

Ferrada

Rubio

2019

Organization, Technology and Management in Construction: An International Journal

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Abstract The function of project risk management (PRM) is to understand the uncertainty that surrounds a project and to identify the potential threats than can affect it as well as to know how to handle these risks in an appropriate way. Then, the measurement of the performance of PRM becomes an important concern, an issue that has not yet been addressed in the research literature. It is necessary to know how successful the application of the PRM process is and how capable is the process within the organization. Regarding construction projects, it is essential to know whether the selected responses to mitigate or eliminate identified risks were suitable and well implemented after the execution of the project. This paper presents a critical analysis of the relevance of measuring the performance of PRM and the benefits of doing so. Additionally, it presents a preliminary and pioneering methodology to measure the performance of PRM through the evaluation of the adequacy of responses applied to mitigate risks as well as to evaluate the resulting impacts as indicators of the effectiveness of these actions at the end of the project. This knowledge will allow construction companies to incorporate good practices, generate lessons learned, and thereby to promote a continuous improvement of the whole PRM process.

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Risk Management Capability Maturity and Performance of Complex Product and System (CoPS) Projects with an Asian Perspective

Cited by 8 publications

References 42 publications

Entrepreneurial Orientation vs. Innovativeness of Small and Medium Size Enterprises

Entrepreneurial Orientation vs. Innovativeness of Small and Medium Size Enterprises

The impact of project risk management maturity on performance: Complexity as a moderating variable

Measuring the performance of project risk management: a preliminary model

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