The purpose of this paper is to address calls from within the existing literature for a planning model that can provide both control and flexibility in dynamic environments.
Abstract
Purpose
The purpose of this paper is to address calls from within the existing literature for a planning model that can provide both control and flexibility in dynamic environments.
Design/methodology/approach
This research adopts a two-phase grounded theory methodology. Phase I tests a hypothesis through a structured online survey. Phase II tests a new planning model through a focus group and an online survey.
Findings
This research finds that client-side project managers misapply rational planning tools when managing construction projects. It also finds that the planning artefacts created in the initial stages of a project are used as a communication tool, rather than a controlling or monitoring tool. These findings provide an opportunity for new planning models, such as the (next decision node) NDN model, to be adopted. These planning tools can create new levels of transparency and accountability within the planning process – as well as provide a model which is more closely aligned with the practitioners “lived experience”.
Research limitations/implications
The NDN model provides a foundation for further research into the micro-mechanisms of organisational ambidexterity in projects and refinement of the NDN model.
Practical implications
This research presents a new planning model which practitioners can adopt when delivering construction projects.
Originality/value
This paper presents a new, ambidextrous planning model grounded on the “lived experience” of client-side project managers.
Details
Keywords
Gregory Usher and Stephen Jonathan Whitty
The purpose of this paper is to expand project management theory about practice and theory for practice through a new conceptual model developed from the transformational…
Abstract
Purpose
The purpose of this paper is to expand project management theory about practice and theory for practice through a new conceptual model developed from the transformational production management, strategic management and complexity bodies of theory.
Design/methodology/approach
This research uses a grounded theory methodology. A preliminary model is developed and tested against two case studies. The model is revised and tested using a purposively selected focus group before being presented in this paper.
Findings
The research indicates that the “final state convergence model” which has been synthesized from the transformational production management, strategic management and complexity theories. The model illuminates the complexities that can exist within the practice of project management.
Research limitations/implications
The final state convergence model provides a novel approach to synthesizing new bodies of theory into traditional project management theory.
Practical implications
The model challenges practitioners to think beyond their current conceptual base of traditional project management methodologies, systems, and processes toward a broader conceptualization of project management.
Originality/value
The research adds to the theory about practice and theory for practice through the development of a new model which not only illuminates the complexities of project management but enriches and extends the understanding of the actual reality of projects and project management practices.
Details
Keywords
Michael Mazzeo and Greg Merkley
In December 2011 the Lego Group (TLG) announced the launch of Lego Friends, the company’s sixth attempt to market a product to girls. Lego Friends, which was supported by a $40…
Abstract
In December 2011 the Lego Group (TLG) announced the launch of Lego Friends, the company’s sixth attempt to market a product to girls. Lego Friends, which was supported by a $40 million global marketing campaign, was designed to introduce the fun of building with Lego bricks to girls, who represented less than 10 percent of Lego’s audience.
The company’s poorly executed brand extensions and move from free-form building sets to story-driven kits had nearly cost it its independence in 2004, so the launch of Lego Friends was strategically important. However, within hours of the product’s appearance it was heavily criticized for reinforcing gender stereotypes and damaging the valuable Lego brand.
Jørgen Vig Knudstorp, CEO since 2004, had saved TLG and ushered in an era of sales growth with a series of successful strategic initiatives. Would Lego Friends be another addition to TLG’s graveyard of failed products for girls, or would it prove popular and finally enable the company to double its sales and profits by reaching this segment?
After analyzing the case, students should be able to:
Understand the connection between a firm’s assets and its activities
Identify new resources and capabilities required for a change in strategic focus
Recognize the consequences of poorly matched assets and market opportunities
Understand the connection between a firm’s assets and its activities
Identify new resources and capabilities required for a change in strategic focus
Recognize the consequences of poorly matched assets and market opportunities
Details

Keywords
FOR TOTALLY DIFFERENT reasons, two quite different groups of experts have been forecasting dire trouble in store for British businessmen in the foreseeable future.
David M. Herold, Greg Joachim, Stephen Frawley and Nico Schulenkorf
Emmanuel Silva Quaye and Yvonne Saini
Amongst other things, at the end of this case discussion, the student should be able to: diagnose situational factors that contribute to a brand’s positioning; explore important…
Abstract
Learning outcomes
Amongst other things, at the end of this case discussion, the student should be able to: diagnose situational factors that contribute to a brand’s positioning; explore important issues in implementing brand positioning strategies; use relevant models for understanding a firm’s internal and external environments to inform strategic decisions about customers and competition; demonstrate an understanding of target audience; identify the unique attributes of the competition to inform a firm’s positioning and competitive strategy.
Case overview/synopsis
Kaya FM derives its name from the isiZulu word “ikhaya”, which means “home”. The name reflects the mission of the radio station to provide a home for black South Africans who were denied many opportunities during the apartheid era in South Africa. Kaya FM has been broadcasting since 1997, following the deregulation of the media landscape in South Africa. However, by 2018, the radio landscape has become very challenging. Mainstream advertisers still do not consider Kaya FM as a preferred channel to reach their target audience. Overall, radio listenership is dwindling and advertising sales growth is not encouraging. Greg Maloka, Kaya FM’s station manager is considering how to preserve the station’s unique positioning as it competes with both more dominant stations and new entrants so that Kaya FM can truly be a home for Afropolitans for many years to come.
Complexity academic level
Honour’s and master’s level, as well as executive education delegates.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS 8: Marketing.
Details
Keywords
This chapter examines three common fintech use cases transforming the financial industry. First, the chapter introduces fintech's role in enhancing financial services and…
Abstract
This chapter examines three common fintech use cases transforming the financial industry. First, the chapter introduces fintech's role in enhancing financial services and promoting financial inclusion, especially through digital platforms. Second, it investigates various fintech applications that support financial institution management by harnessing the power of artificial intelligence (AI) and machine learning (ML). Finally, the chapter explores fintech use cases related to the regulatory environment, including regulatory technology (regtech), blockchain technology, and cryptocurrencies. The insights presented in this chapter cater to researchers and practitioners keen on better understanding fintech's diverse applications in the ever-evolving financial industry landscape.
Details
Keywords
The objective of this research is to develop and describe a conceptual framework of corporate ethics in total quality management (TQM).
Abstract
Purpose
The objective of this research is to develop and describe a conceptual framework of corporate ethics in total quality management (TQM).
Design/methodology/approach
The research is based on a summarised in‐depth and longitudinal case illustration. The summarised case describes corporate ethics in an intra‐corporate relationship.
Findings
TQM requires human resources and failing to care for them will affect accordingly the success of TQM. The case description illustrates the evolution of management versus employee expectations and perceptions of corporate ethics. It has an emphasis on the human resources of a company that strives towards TQM. As the quality of corporate ethics decreases the outcome of TQM is also affected (i.e. directly or indirectly). The case is initialised in an atmosphere of management and employee optimism and positivism of corporate ethics, which is a requisite from both parties in order to ensure prosperous TQM. The successive change towards pessimism and negativism of corporate ethics in the intra‐corporate relationship concludes the in‐depth case description.
Research limitations/implications
Four parameters of corporate ethics are used to incorporate corporate ethics into TQM, namely management versus employee expectations and perceptions. Internal corporate quality management should always be regarded as dependent upon the achieved equilibrium between management and employee perceptions. It is also dependent upon the derived equilibrium between management and employee previous expectations.
Practical implications
An important insight of this research is that TQM requires the continuous attention to the management versus employee expectations and perceptions inherent in corporate ethics of internal business operations. Furthermore, corporate ethics is complementary to business ethics.
Originality/value
The case description has shown that TQM may be running well and accomplishing the hard goals. However, TQM is not only about figures, profits and costs. It is also a business approach that should penetrate all activities inside and outside that are related to the company, including the soft issues.