|Publication type:||Conference other|
|Type of review:||No review|
|Title:||The implications of an organisational project management culture within a business school on delivering projects : taking the ZHAW School of Management and Law as an example|
|Authors:||Graf, Christian Olivier|
|Conference details:||Research Colloquium 2018, Winterthur, 23. Mai 2018|
|Subject (DDC):||658.4: Executive Management|
|Abstract:||Managing projects for business growth has gained importance overall (Fernandes et al., 2015). In their study, Schoper et al. (2015) measure for the first time the share of project activity in total working time. In Germany, this was 34.7% and for 2019, it was forecast at over 40%. In some sectors of the country, 80% of all activities are carried out as projects. The success of projects has been widely exposed by many PM researchers (Kreiner, 2014) and successful strategy execution through PM has gained attention from practitioners and researchers (Patanakul and Shenhar, 2012). In addition, PM competencies of project managers are regarded as crucial (Chipulu et al., 2013). If PM is becoming important for organisations, then what capabilities and competencies do the present-day concepts PM culture in a business school foster. Business schools have undergone major changes in recent years (Natale and Doran, 2012). Government guidelines, new developments in educational technology and the inflation of management programmes are a few examples of a multi-dimensional field of tension that is placed on a business school (Alajoutsijärvi et al., 2015). This is also true for the SML. Many new initiatives and projects are expected to be generated in the coming periods. While teaching and continuing education is part of the classic activity of a business school, consulting and research activities are often carried out via projects and are becoming increasingly important. Based on the positive success rate of previous projects, the question arises whether the current organisation is capable and well prepared to carry out even more projects in the future. The aim of the dissertation is to understand the management and the deliverables of projects executed by employees of a business school in relation to the SML’s underlying PM culture. Is PM part of the business school’s core culture? The goal is to develop a framework/model to determine the degree of the PM culture within a business school, which influences the PM competency of its staff.|
|Fulltext version:||Published version|
|License (according to publishing contract):||Licence according to publishing contract|
|Departement:||School of Management and Law|
|Organisational Unit:||International Management Institute (IMI)|
|Appears in collections:||Publikationen School of Management and Law|
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