The linkage between reporting quality and performance in IS projects

Thompson, R.; Smith, H. Jeff; Iacovou, Charalambos L.

doi:10.1016/j.im.2006.12.004

Cited by 54 publications

(42 citation statements)

References 32 publications

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“…Leather and Footwear Journal 14 (2014) 4 Majoritatea literaturii de specialitate ce trateazã tema managementului de proiect îºi concentreazã atenþia pe instrumentele de execuþie ºi tehnicã mai degrabã decât pe dezvoltare eficientã ºi dezvoltarea strategiei proiectului în cadrul unui concept de proces mai larg. Studiile anterioare au arãtat cã implementarea proiectelor bazate pe strategii determinã creºterea eficienþei întregului proces de management strategic.…”

Section: Conceptual Framework and Research Hypothesesunclassified

Analysis of the Correlation between Project Strategy and Impact Factors of Research and Development Projects

Florescu¹,

Coara²,

Albu³

2014

LFJ

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ABSTRACT. Due to increasingly higher influences of science and technology in the industrial sector on national economy, national funds were created in different financing programs for research and development (R&D) projects. Many studies were carried out to evaluate performance of such R&D projects. This paper deals with the implementation of project strategy to improve performance of developing a new product in project activity, to analyse the short-, medium-and long-term performance relationship among impact factors of R&D projects in the industrial field. The importance of developing project strategy was one of the major issues both for the industry and for academic fields. In many cases, project strategy is not well developed for large and complex projects. The results of this paper are expected to contribute to a better understanding of the impact of financing through R&D projects, by validating a model to evaluate relationships between implementing project strategy, results of the R&D project and performance of results on the market. KEY WORDS: project management, strategy, impact, financing ANALIZA CORELAÞIEI DINTRE STRATEGIA DE PROIECT ªI FACTORII DE IMPACT AI PROIECTELOR DE CERCETARE-DEZVOLTAREREZUMAT. Datoritã influenþelor crescute ale ºtiinþei ºi tehnologiei în sectorul industrial asupra economiei naþionale, s-au creat fonduri naþionale pe diferite programe de finanþare pentru proiectele de cercetare ºi dezvoltare (C&D). Numeroase studii au fost efectuate pentru a evalua performanþa unor astfel de proiecte de C&D. În aceastã lucrare, vom trata implementarea strategiei de proiect pentru îmbunãtãþirea performanþei dezvoltãrii unui nou produs în activitatea de proiect, pentru a analiza relaþia de performanþã pe termen scurt, mediu ºi pe termen lung între factorii de impact ai proiectelor de C&D în domeniul industrial. Importanþa dezvoltãrii strategiei proiectului a fost una dintre problemele majore, atât pentru industrie, cât ºi pentru domeniile academice. Strategia de proiect, în multe cazuri, nu este bine dezvoltatã pentru proiecte mari ºi complexe. Rezultatele acestei lucrãri sunt de aºteptat sã contribuie la o mai bunã înþelegere a impactului finanþãrii prin proiecte C&D, prin validarea unui model pentru evaluarea relaþiilor dintre punerea în aplicare a strategiei proiectului, rezultatele proiectului de cercetaredezvoltare ºi performanþa rezultatelor asupra pieþii. CUVINTE CHEIE: management de proiect, strategie, impact, finanþare L'ANALYSE DE LA CORRÉLATION ENTRE LA STRATEGIE DU PROJET ET LES FACTEURS D'IMPACT DES PROJETS DE RECHERCHE ET DÉVELOPPEMENTRÉSUMÉ. En raison des influences de plus en plus élevées de la science et de la technologie dans le secteur industriel sur l'économie nationale, des fonds nationaux ont été créés dans les divers programmes de financement pour la recherche et développement (R & D). De nombreuses études ont été réalisées pour évaluer la performance de ces projets de R & D. Cet article traite de la mise en oeuvre de la stratégie de projet pour améliorer les performances de...

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Section: Conceptual Framework and Research Hypothesesunclassified

Analysis of the Correlation between Project Strategy and Impact Factors of Research and Development Projects

Florescu¹,

Coara²,

Albu³

2014

LFJ

View full text Add to dashboard Cite

show abstract

“…Organizations may also revise the justified plans and business cases based on the evaluations. Thus, project evaluations are the focal point of continuation decisions and to proceed with wellpositioned strategies (Hassler and Tribble 2010;Snow and Keil 2002a;Thompson et al 2007). …”

Section: Unraveling Equivocality In Evaluations Ofmentioning

confidence: 99%

“…(1) provide an indication of the projects' progress and likely success; (2) appraise the worthiness of continuing the projects, and; (3) allow the intervention of projects which deviate from their plan (Seddon et al 2002;Snow and Keil 2002a;Thompson et al 2007). …”

Section: Related Research: Is/it Evaluation and Decision Dilemma Theorymentioning

confidence: 99%

“…justified to ensure why they should continue supporting them (Seddon et al 2002;Snow and Keil 2002a;Thompson et al 2007). However, past studies have underlined the difficulty in evaluating projects' progress and the tendency to get trapped in equivocal situations.…”

Section: Introductionmentioning

confidence: 99%

“…Thorough evaluations are opted not only to appraise the worthiness of continuing the projects but also to allow intervention of projects which deviate from their plans (Seddon et al 2002;Snow and Keil 2002a;Thompson et al 2007). However, research on how equivocal situations emerge when evaluating and deciding the projects' next course of action in practice is scarce.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Unraveling equivocality in evaluation of information systems projects

Arviansyah¹

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Project Management Priorities and the Link with Performance Management Systems

Bryde¹,

Wright

2007

Project Management Journal

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This paper reports the results of a project management practices study in the U.K. social housing sector. A five‐factor model of project priorities is established, comprising traditional measures of project cost, time, and quality, in combination with a need to focus on stakeholders and to develop a customer and project team orientation. This model supports and integrates previously fragmented notions of project performance measurement. The relationship between these five project management criteria and the effectiveness and use of a performance management system (PMS) is then explored, with some limited evidence found that PMS effectiveness is an antecedent to practices that focus on the customer, the project team members, and other stakeholders

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The linkage between reporting quality and performance in IS projects

Cited by 54 publications

References 32 publications

Analysis of the Correlation between Project Strategy and Impact Factors of Research and Development Projects

Analysis of the Correlation between Project Strategy and Impact Factors of Research and Development Projects

Unraveling equivocality in evaluation of information systems projects

Project Management Priorities and the Link with Performance Management Systems

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