Many smaller American companies utilise management consultants for problem‐solving assistance on a project by project basis. Managerial personnel in such companies often have a unique combination of traits including a high dependence on intuition, minimal use of quantitative skills, and a...

Purpose Change management (CM) and project management (PM) literatures examine the key roles (change agent, project manager, project or change sponsor) played during projects or changes only from their respective points of view. They do so even in cases where projects and changes occur at the...

Purpose – The purpose of this paper is to expand the research into the “micro-level” of the effects of evidence-based activity on organisational change by focusing on an economic development agency's (EDA's) effort to spread the use of standardised measurements to improve accountability...

Purpose – The purpose of this paper is to identify different types of project in relation to their degree of specification and the creative possibilities that more highly specified projects offer researchers. Design/methodology/approach – This paper presents the limitations of project...

Purpose – To put forward the, to date, unidentified viewpoint that organisational action research and project management have many shared properties – making it a useful exercise to compare and contrast them in relation to organisational management structures and strategies....

Purpose – The purpose of this paper is to report the findings of a broad‐based study that initially investigated a possible gap in global inputs into the fight against HIV/AIDS and TB co‐infection, and outputs in terms of results achieved. It is proposed that such a gap may be hypothesized...

Purpose This paper aims to take the challenge to propose a novel modelling approach named Change Risk Assessment Model (CRAM), which will contribute significantly to the missing formality of business models especially in the change risk assessment area and decision-making. Organisational change...

Briefly reviews knowledge management (KM) and its development from concept to core competence. Shows how knowledge management is the tool that really enables organizations to “work smarter.” Works through the steps of the KM project lifecycle. Details the KM proposal development process and...

Shifting work patterns and increasing organisational cooperations have led to electronically integrated “unbounded” organisations and virtual teams. This study is pivotal in exploring the project manager’s leadership style and control in managing changing project boundaries and permeable...