Rameshwar Dubey, David James Bryde, Cyril Foropon, Manisha Tiwari and Angappa Gunasekaran
The COVID-19 crisis has created enormous strain in global supply chains. The disruption has caused severe shortages of critical items, including personal protective equipment…
Abstract
Purpose
The COVID-19 crisis has created enormous strain in global supply chains. The disruption has caused severe shortages of critical items, including personal protective equipment (e.g. face masks), ventilators and diagnostics. The failure of the industry to meet the sudden demand for these necessary items has caused a severe humanitarian crisis. These situations, resulting from the COVID-19, crisis have led to the informal growth of frugal innovation in sustainable global supply chains. This paper aims to provide a detailed overview of drivers of frugal-oriented sustainable global supply chains, following lessons acquired from emerging countries’ attempts to deal with the COVID-19 pandemic.
Design/methodology/approach
The authors used a focused group approach to identify the drivers and this paper further validated them using existing literature published in international peer-reviewed journals and reports. The authors adopted total interpretive structural modeling (TISM) to analyze the complex relationships among identified drivers.
Findings
The authors present a theoretical framework to explain how the drivers are interlinked. This paper has developed the framework through a synthesis of the TISM modeling and Matrice d’impacts croisés multiplication appliquée á un classment analysis. This paper observed that government financial support, policies and regulations, under the mediating effect of leadership and the moderating effect of national culture and international rules and regulations, has a significant effect on the adoption of emerging technology, volunteering initiatives and values and ethics. Further, emerging technology, volunteering initiative and values and ethics have a significant effect on supply chain talent and frugal engineering. These results provide some useful theoretical insights that may help in further investigating the role of frugal innovations in other contexts.
Originality/value
The authors find that outcomes of the methodical contributions and the resulting managerial insights can be categorized into four levels. Industry and researchers alike can use the study to develop the decision-support systems guiding frugal-oriented sustainable global supply chains amid the COVID-19 pandemic and in recovering them thereafter. Suggestions for future research directions are offered and discussed.
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David James Bryde and Lynne Robinson
The purpose of the paper is to explore the influence of a total quality management (TQM) programme on the level of focus in project management practices.
Abstract
Purpose
The purpose of the paper is to explore the influence of a total quality management (TQM) programme on the level of focus in project management practices.
Design/methodology/approach
Prior literature was used to develop a construct indicating the degree of focus on customers, time/cost/quality (iron/golden triangle) and other stakeholders. A questionnaire was mailed to a random selection of UK organizations to obtain data on the degree of focus and on whether a TQM programme existed.
Findings
The results from an analysis of completed questionnaires show that those in organizations with a TQM programme in place are more customer‐focused in their project management practices than those in organizations with no TQM programme. No such relationship was found between the level of iron/golden triangle and other stakeholder focus and a TQM programme.
Research limitations/implications
Given the exploratory nature of the research reported in this paper there is the opportunity for further work on larger populations to confirm the generalizability of the findings. Also, this research has highlighted an association between the level of focus of project management practice and the existence of a TQM programme, and this requires further investigation in terms of confirming suggested cause and effect relationships.
Practical implications
The existence of a link between a TQM programme and customer‐focused project management practice provides a potential route for those looking to improve project performance through placing a greater emphasis on satisfying the customer. The absence of a link between TQM and a focus on other stakeholders suggest that the elements of TQM that facilitate an increase in customer‐focus are not able to overcome the barriers to high levels of stakeholder‐focus on project management practice.
Originality/value
The exploratory research in this paper focuses on the link between TQM and an area of operational practices, namely, project management‐related, that has received limited attention in prior studies.
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David James Bryde and Roger Joby
The purpose of the paper is to outline a method for reporting project performance that can be used to provide incentives to both clients and contractors to share risks and…
Abstract
Purpose
The purpose of the paper is to outline a method for reporting project performance that can be used to provide incentives to both clients and contractors to share risks and opportunities.
Design/methodology/approach
The conceptual foundation of the paper is two‐fold: firstly, a review of the literature highlights the limitations of fixed price, fixed unit price and variable (fee for service) type contracts and hence the need for contracts that incentivise project clients and contractors to act in mutually beneficial ways; secondly, the earned‐value method (EVM) is discussed as a means of reporting project progress via a single value‐based metric that is applicable to both client and contractor. The integrating of these two elements provides the basis for the method for reporting project performance described in this paper.
Findings
The paper presents the co‐operative incentivised negotiation budget (COIN). The COIN budget uses the concept of the variable (fee for service) type contract. In addition, it utilises the EVM to report project progress in a simple, easy‐to‐understand manner that enables both parties to share in the beneficial outcomes of better than planned performance and to share in the negative results of under‐performance.
Research limitations/implications
This paper is conceptual and, although reporting elements of best practice, further research is needed in the following areas: firstly, the benefits, costs and limitations of, and the barriers to, using EVM‐based approaches in projects in general, and facilities projects in particular; secondly, the effectiveness of incentivising contracts in terms of addressing issues that lead to poor performance, such as poor communication and lack of trust between the parties.
Practical implications
The COIN budget is a means by which the client and contractor can easily monitor performance in terms of the value earned in providing the agreed project deliverables. Whilst enabling the contractor to earn a cost plus margin, it enables both parties to have a common goal through the sharing of the positive and negative consequences associated with project opportunities and risks.
Originality/value
The paper makes an original contribution by integrating elements of best practice in the areas of contract selection and monitoring of project performance.
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This paper reports the findings of an empirical study of project management (PM) practice and of attitudes and opinions of people involved in projects in UK organisations, to…
Abstract
This paper reports the findings of an empirical study of project management (PM) practice and of attitudes and opinions of people involved in projects in UK organisations, to determine the extent to which PM has evolved into being broader in its concepts, methods and application than “traditional” PM. Based on previous research and survey data, characteristics of an “emergent” PM approach are described. This leads to the establishment of a number of possible normative theories relating to the management of projects, but empirical evidence shows situations in which there are problems in applying the theories in practice. It is concluded that there is an opportunity for the PM community to provide leadership through the development of valid and useful theories, but in order to do this there is a need for further research.
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This paper presents an argument that it is appropriate to develop a model of project management (PM) performance from models for assessing quality management. The paper presents a…
Abstract
This paper presents an argument that it is appropriate to develop a model of project management (PM) performance from models for assessing quality management. The paper presents a model, labelled the project management performance assessment (PMPA) model, based upon the EFQM business excellence model. The model proposes six criteria for assessing PM performance: project management leadership; project management staff; project management policy and strategy; project management partnerships and resources; project life cycle management processes; and project management key performance indicators. Using data from an empirical study of PM practice in UK organisations, the paper uses PMPA as a framework to explore variations in the character of PM performance. It is concluded that there are variations in attitudes and behaviour in each of these areas and that these variations may be used to help measure levels of PM performance.
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Chris Mason, James Kirkbride and David Bryde
This paper aims to set out the current theoretical landscape of social enterprise governance. It considers the two theories of governance currently advocated in the social…
Abstract
Purpose
This paper aims to set out the current theoretical landscape of social enterprise governance. It considers the two theories of governance currently advocated in the social enterprise literature – stakeholder and stewardship theories. Furthermore, it asserts the utility of neoinstitutional theory in analysis of social enterprise governance.
Design/methodology/approach
The methodology employed was critical review and application of the prevailing governance theory in a social enterprise context.
Findings
The prevailing institutional theory offers a great deal in explaining the governance dynamic in these organisations. The influence that values, symbols and cultural norms have upon organisation structure are not fully encompassed in social enterprise governance theory. Rather, it has been adapted and diluted to fit different explanations of governance, such as stakeholder and stewardship theory.
Research limitations/implications
Institutional theory offers an alternative lens with which to analyse social enterprise governance. This paper advocates institutional analysis of governance as an alternative method of mapping social enterprise governance, testing existing concepts such as isomorphism within the third sector, and new conceptual research.
Originality/value
The paper consolidates the governance theory currently attributed to social enterprise governance, and puts forward an alternative theory that considers the influence of institutional pressures upon governance arrangements. It adds to the governance literature by suggesting a deeper analysis of institutional factors upon governance structure. It also adds to the growing literature that focuses on the governance of social enterprise as a distinct form of organisation in the third sector.
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Issa Khalfan, Zaharuzaman Jamaluddin and Setyawan Widyarto
Construction companies play a vital role in the development of any country. The objective of the study is to evaluate the influence of leadership and quality culture (QC) on…
Abstract
Purpose
Construction companies play a vital role in the development of any country. The objective of the study is to evaluate the influence of leadership and quality culture (QC) on quality management (QM) practices and operational performance (OP).
Design/methodology/approach
The questionnaire method was used to collect raw data from 325 construction companies in Oman. Confirmatory factor analysis was applied to evaluate the measurement, model reliability and validity. The relationship between the latent constructs was investigated by Partial Least Square – Structural Equation Modeling (PLS-SEM).
Findings
The findings indicate that, leadership significantly affected QM practices and OP. Moreover, while the QC has significantly influenced QM practices, QC had not influenced OP. One reason is the lack of knowledge of the employee that the quality procedures have the power to reduce rework, waste, and decrease the project's period. And the study found that the QM practices have significantly influenced OP.
Research limitations/implications
The limitation of this research is that some construction companies have no quality assurance leaders in the project; therefore, the questionnaires were circulated to project managers or project management leaders and that negatively affect the quality of data collecting from the responses. Eventually, the framework is considered to be the main contribution and is recommended for usage in the project. This study gives guidelines for leadership and leadership's accountabilities to provide a keen decision that to improve OP and to ensure the competence of employees.
Originality/value
The limitation of this research is that some construction companies have no quality assurance leaders in the project and so the questionnaires were circulated to project managers or project management leaders, which could influence the value of the responses. Eventually, the framework appeared to be the main contribution to awareness and is recommended for use to ensure a successful construction project in both the public and private sectors. The current study lays out some relevant roles for leadership and its accountabilities to provide a keen decision to improve OP and to ensure the competence of employees.
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Ivo Hristov, Matteo Cristofaro and Riccardo Cimini
This study aims to investigate the impact of stakeholders’ nonfinancial resources (NFRs) on companies’ profitability, filling a significant gap in the literature regarding the…
Abstract
Purpose
This study aims to investigate the impact of stakeholders’ nonfinancial resources (NFRs) on companies’ profitability, filling a significant gap in the literature regarding the role of NFRs in value creation.
Design/methodology/approach
Data from 76 organizations from 2017 to 2019 were collected and analyzed. Four primary NFRs and their key value drivers were identified, representing core elements that support different dimensions of a company’s performance. Statistical tests examined the relationship between stakeholders’ NFRs and financial performance measures.
Findings
When analyzed collectively and individually, the results reveal a significant positive influence of stakeholders’ NFRs on a firm’s profitability. Higher importance assigned to NFRs correlates with a higher return on sales.
Originality/value
This study contributes to the literature by empirically bridging the gap between stakeholder theory and the resource-based view, addressing the intersection of these perspectives. It also provides novel insights into how stakeholders’ NFRs impact profitability, offering valuable implications for research and managerial practice. It suggests that managers should integrate nonfinancial measures of NFRs within their performance measurement system to manage better and sustain companies’ value-creation process.