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The purpose of this paper is to place project marketing within the framework of organizational project management. There has been an ongoing discussion in the project marketing literature about whether project marketing is part of project management or project management is part of project marketing. Marketing is done by organizations to create a demand for products or services that have value for customers. The authors identify three types of organization involved in the management of projects, the project, the initiator and the contractor, and review current thinking on how they market their products and services, and create networks and dialogs to bring value to stakeholders.

The authors review the literature on project marketing, and develop new models based on an organizational perspective. The authors develop propositions as a basis for further research.

Marketing is done by three types of organization. The authors label these as marketing BY the project, marketing FOR the project by the contractor, and marketing OF the investment made by the project by the investor. The authors draw links with marketing theory, and introduce the service-dominant logic as a new perspective on organizational project marketing.

Traditionally, project marketing theory has taken the perspective of the overlap between project management and project marketing. The authors take an organizational perspective, and identify avenues for research into how the types of organization involved in the management of projects create dialog with their customers and stakeholders to exchange products and services that have value for them.

Project managers have not traditionally viewed project marketing as having relevance to them. The authors show that providing a service to stakeholders is an essential part of the management of projects.

The authors develop directions for research into project marketing as part of organizational project management.

The purpose of this paper was to examine the definitions of global leadership and indigenous leadership, identify leadership capacities inherent in human resource development (HRD) and determine relationships of the three as a means to develop a model to aid and guide opportunities for future research.

Following a two-stage integrative literature review of HRD, global and indigenous leadership literature, the grounded theory constant comparative method established 31 positive and 1 negative leadership domains, and respective capacities, and compare domains from literature.

The Global Leadership Capacity Wheel informs researchers of strengths and areas for additional research, has resulted in a more complete model of global leadership and calls for increased clarity for leadership capacity model development, especially for complex, global environments and local constructs and theories.

Although the literature had adequate representation in the business and organizational acumen and managing people and relationships central global leadership domains, more research and reporting is required for managing self and indigenous leadership capacity development subdomains.

Leadership development is a high priority and core function of HRD. The Global Leadership Capacity Wheel provides a tool for scholars and practitioners to guide global leadership development programs and research.

Understanding the relationships of leadership capacities from global and indigenous perspectives is helpful to examine cultural, identity and macro-contextual dimensions and their influence on leadership.

The Global Leadership Capacity Wheel provides a type of road-map, a holistic representation, in the context of developing global leaders in today’s complex environment.

The purpose of this paper is to develop a new model for the success of megaprojects. Megaprojects are often said to fail because they finish late and/or overspent. As megaprojects are usually complex, so small changes in input can lead to disproportionate changes in output. So the time and cost targets at the start can have little validity. They are useful targets, not values which can be used to judge success or failure. The authors suggest that a megaproject is a success if it produces a worthwhile result at a time and cost that makes it valuable.

The authors develop a new model for the success of megaprojects, and asses its applicability against a number of case studies from well-known sources.

The authors identify four dimensions of megaproject success: they produce an output at a time and cost that makes it valuable; they achieve the desired outcome and benefit at a time and cost that makes them valuable; they deliver positive net present value; and they deliver a business or public need at a time and cost which makes it valuable.

The authors propose a new model for megaproject success that moves away from the so-called iron triangle or triple constraint, which are meaningless in the context of complex projects. Time and cost to completion cannot be predicted on complex projects. However, targets are required because a megaproject must produce a valuable outcome at a time and cost that makes it valuable.

The paper produces a new way of assessing the success of megaprojects which will lead to a larger number of megaprojects being assessed to be successful. It indicates what is truly important, that the megaproject should produce and outcome of value at a time and cost that makes it valuable.

Megaprojects often produce benefits to society over and above the financial benefits. Often an economic benefit cannot be paced on these social benefits, which makes it problematic to assess the value of the project. In one of the cases economic value was placed on the social benefits, and the benefit:cost ratio was increased from 0.85 to 2.5.

The authors propose a new model for the success of megaprojects.

The purpose of this paper is to identify the marketing practices adopted by contractors in project-based industries to win new business and maintain relationships with existing clients.

The authors interviewed eight such contractors, and used activity theory as a lens to analyze the results. The authors investigated project marketing activities at four stages of the project contract life cycle, and against four enablers of collaboration.

The authors have identified that the service-dominant logic pervades project marketing. Through the project contract life cycle the marketing activity starts with a strategic focus, becomes tactical, then operational and returns to strategic. Project marketing involves executive managers, marketing, client or account managers and project managers. Project managers have a key responsibility for project marketing. The four enablers of collaboration, relationships, communication, going-with and trust, support each other and the entire project marketing activity.

As a contribution to theory, the authors have identified the practices adopted by contractors in project-based industries to market their competencies to clients to win new work and maintain relationships with existing clients. The authors have identified practices throughout the contract life cycle, and practices to develop collaboration. The next step will be to explain these practices in terms of traditional marketing theory.

The results provide guidelines to contractors in project-based industries who wish to improve their marketing activity to achieve sustainable performance. Industry may also find it useful to train or coach their project managers to be conscious of their marketing role.

Previous work has been conceptual in nature and has speculated on the nature of the project marketing performed by contractors to win new projects, and set it against marketing done by the project. This research has empirically investigated the actual marketing practices adopted by project contracting organizations, shown how it varies through the project life cycle and shown how responsibility passes from senior management to the account team and then to project managers. It has also investigated the application of the four enablers of collaboration: relationships, communication, going-with and trust.

The purpose of this paper is to identify the different leadership development techniques used to develop leaders from the human resource development (HRD) and performance improvement (PI) literature, and to categorize the development techniques using Garavan et al.’s (2015) multifaceted typology of development where development has recently emerged in the literature as a “central and important process” (p. 360).

This literature review followed the guidelines for an integrative literature review presented by Torraco (2005) and Imel (2011). This literature review was a freestanding literature review designed to provide directions for future research and development within the HRD discipline.

This literature review categorized over 500 leadership development techniques and mapped them with previously identified leadership capacities into Garavan et al.’s (2015) development typology. Once mapped, the authors were able to identify the most common leadership capacities and related development techniques for each development domain in the typology.

This research provides a tool for identifying required leadership capacities and development techniques that could be used by scholars and scholar-practitioners to conduct further research, as an aid in designing future leadership development programs and as instructional materials in the classroom.

Leadership is becoming a shared construct in today’s literature. Leadership as a shared construct has multiple shareholders, both internal and external of the agent. To better meet the needs of these shareholders, this research provides tools for the scholar and scholar-practitioner for leadership development that can be catered to one’s needs – as opposed to a one-size fits all strategy.

This paper highlights the HRD and PI literature, and provides a pragmatic tool for leadership development. This tool can be used by scholars for future research and for testing, as well as by scholar-practitioners for designing future leadership development programs.

This article suggests that the currency crisis in South East Asia triggered off the present banking crisis. However, the banking crisis would not have happened if it had not been preceded by a deregulatory banking industry trend in the region during the previous decade. This trend allowed banks to invest in risky illiquid assets. Moreover, such investments were subsidised by deposit insurance funds. The IMF and BIS proposals to cure the banking instability in South East Asia are shown to be inadequate because they rely too much upon depositor and government monitoring rather than the need to constrain bank risk‐taking behaviour ex ante. This paper proposes a return to comprehensive banking regulation to prevent a reoccurrence of similar crises in the future.

This paper aims to identify the life-cycle of leadership theory from both the human resource development (HRD) and the organizational/leadership literature while providing a contrast between the two bodies of literature. The current research identifies which theories are being represented within the HRD literature, followed by a review of current directions in the leadership fields, primarily from literature in the organizational and leadership fields. By identifying these two bodies of leadership theories, the following research question will be answered: How current are the leadership theories provided in the literature of HRD compared to research that is reported from other external leadership fields?

This paper examines how leadership theories are represented in the HRD literature. Data for the current article provide a preview of leadership theories that are used to inform HRD scholars and scholar–practitioners for a period of 15 years (2000-2015) in the four Academy of Human Resource Development (AHRD) publications (Advances in Developing Human Resources; Human Resource Development International; Human Resource Development Quarterly; and Human Resource Development Review). The four journals within the AHRD were reviewed to identify which leadership theories were being researched and used to inform members of HRD. The search terms for the current study included “leadership AND theory,” “team AND leadership,” “leadership AND development” and “team AND development.” Studies that presented a leadership theory and either described or defined the theory were coded for the current study. Within this body of literature, there were a total of 74 leadership theories identified (some repeating), among those there were a total of 20 unique leadership theories. The literature external of HRD was identified using the ScienceDirect database for 10 years (2007-2017) with the topics limited to “topics–leadership.” Once the HRD and organizational/leadership literature are presented, a comparison between the two literature streams will be provided, highlighting any deficiencies within either body of literature and recommendations for future research efforts for the field of HRD.

This examination of leadership theory study within HRD and other fields highlights the deficiencies within either body of literature and offers recommendations for future research efforts for the field of HRD. In line with the trend in leadership research, HRD should call for more longitudinal and multi-level research efforts to be conducted as opposed to cross-sectional studies.

The current study is limited in the literature that was used to collect/code data. Also, the time frame for the HRD literature ended in 2015 due to the long duration required to review articles and to code the data. Secondary data were obtained from organizational/leadership literature and are more current because they are more recent. Overall, even with an end date of 2015 for the HRD literature, the HRD field has not changed too much during this time and the authors recognize some minor changes, but the research findings are still relevant and the leadership deficits presented are still realized.

The field of HRD is behind when it comes to leadership theories. This paper identifies this in an effort to aid researchers, students and practitioners to look beyond the leadership theories presented in the HRD literature for more relevant and current leadership theories. This paper highlighted a number of newer and current leadership theories and trends for scholars and scholar-practitioners to begin to focus on; however, this list is only a snapshot and is bounded by the data collected for the current paper.

This paper is original in that it is both critical of leadership research within the HRD literature while also providing new directions for the field. The snapshot of where the field of HRD is compared to the leadership and organizational fields becomes apparent with multiple future directions for research.

The purpose of this paper is to highlight a collaborative effort between academia (University of North Texas, Team Sciences) and practice (Toyota Connected (TC)). This study concentrated on current problems that had been experienced by TC: How to structure and manage multiteam systems (MTSs)?

This research study utilized a realist systematic review to address an existing problem by working collaboratively with TC and academia. This collaboration involved problem identification, the development of research questions and a full systematic review guided by the research questions.

This realist systematic review merged the literature with current practices at TC in an effort to gather evidence to support the best method of structuring and managing MTSs. The findings include a leadership structure that incorporates both shared leadership (bottom-up) and existing hierarchical structures (top-down).

The MTS models presented in this study provide new models for organizations/manufacturers/industries to use as a guide when structuring their MTSs.

This study provides an example of a collaborative research effort between practice and academia using a realist systematic review. The paper also provides some multiteam system models that could be implemented and tested in different organizations. Also, new responsibilities and roles for scrum and MTSs are presented as a new method of achieving Agile.

This paper aims to analyze how the administrative structure of pension regulators affects regulatory capture or regulatory influence. It uses a historical institutionalist methodology to analyze regulatory capture.

The authors argue that the less complex allocation of regulatory authority in Ireland makes it more susceptible to regulatory capture or regulatory influence by the regulated industry than in the USA. Also, it is argued that stand-alone agencies are more susceptible to regulatory capture than are agencies that are embedded within larger departments of government. The authors present a five-step process in regulatory capture, with the later steps being used by the regulated industry if the earlier ones have failed.

The authors find that if the regulated industry has difficulty achieving regulatory capture through influencing the executive branch of government, it can also attempt to influence the legislative and judicial branches, as evidenced by a regulatory episode the USA has recently completed. Ireland has also recently completed reforms that may make regulatory capture more difficult. With a complex regulatory structure including overlapping authority as in the USA, when one agency has been strongly influenced by the regulated industry, another agency may take action to protect the public.

The paper presents international evidence as to the effect of the administrative structure of regulators on regulatory outcomes. It tests a hypothesis that the more complex, overlapping allocation of regulatory authority in the USA makes it less susceptible to regulatory capture.