Determinants of project success

The interactions of numerous project characteristics, with particular reference to project performance, were studied. Determinants of success are identified along with the accompanying implications for client organization, parent organization, project organization, and future research. Variables are selected which are found to have the greatest impact on project outcome, and the methodology and analytic techniques to be employed in identification of those variables are discussed

Manned space flight in transition

A study was conducted to analyze the reorientation of NASA programs in the post-Apollo period. The study is an external view of NASA by unbiased observers as an input to and aid in the decision making process concerning near and long term planning. The subjects discussed are: (1) the near-term NASA scenario; (2) organization of field centers; (3) planning activities; and (4) operational activities. A summary of the recommendations arising as a result of the study is presented

Strategy, Core Competence and HR Involvement as Determinants of HR Effectiveness and Refinery Performance

This study examined the impact strategy, core competence, and involvement of HR executives in strategic decision making on the refinery managers\u27 evaluation of the effectiveness of HR and refinery performance among 86 U.S. petro-chemical refineries. Survey results indicated that higher involvement of HR in organizational strategy was strongly related to perceptions of HR effectiveness, and that the relationship was strongest to the extent that refineries pursued a product innovation strategy and viewed skilled employees as their core competence. HR involvement was unrelated to refinery performance, but was actually negatively related to the extent that refineries emphasized efficient production as their core competence

How High Performance Human Resource Practices and Workforce Unionization Affect Managerial Pay

Using data from a nationally representative sample of telecommunications establishments, this study finds that HR practices and workforce unionization influence managerial pay levels and the ratio of manager-to-worker pay. High performance HR practices, including investment in the skills of the workforce, in computer-based technologies, and in performance-based worker pay practices, are all positively related to managerial pay; but the use of workforce teams, which shift some managerial responsibilities to workers, has the opposite association. High performance HR practices also are associated with lower manager to- worker pay differentials. In addition, workforce unionization is positively associated with managerial pay levels, with worker base pay mediating the relationship between managers\u27 pay and unionization

The Interrelation between Audit Quality and Managerial Reporting Choices and Its Effects on Financial Reporting Quality

Two distinct lines of research have been dedicated to empirically testing how financial reporting quality (measured as the earnings response coefficient or ERC) is associated with management's choice of reporting bias and with audit quality. However, researchers have yet to consider how ERCs are affected by either the auditor's reaction to changes in the manager's reporting bias or the manager's reaction to changes in audit quality. Our study provides theoretical guidance on these interrelations and how changes in the manager's or the auditor's incentives affect both reporting bias and audit quality. Specifically, when the manager's cost (benefit) of reporting bias increases (decreases), we find that expected bias decreases, inducing the auditor to react by reducing audit quality. Because we also find that the association between expected audit quality and ERCs is always positive, changes in managerial incentives for biased reporting lead to a positive association between ERCs and expected reporting bias. When the cost of auditing decreases or the cost of auditor liability increases, we find that expected audit quality increases, inducing the manager to react by decreasing reporting bias. In this case, changes in the costs of audit quality lead to a negative association between ERCs and expected reporting bias. Finally, we demonstrate the impact of our theoretical findings by focusing on the empirical observations documented in the extant literature on managerial ownership and accounting expertise on the audit committee. In light of our framework, we provide new interpretations of these empirical observations and new predictions for future research

Outsourcing the Human Resource Function: Environmental and Organizational Characteristics that Affect HR Performance

A theoretical model is presented that identifies environmental and organizational characteristics that affect human resource (HR) performance in an organization. Specifically, we address the issue of when and under what circumstances does HR outsourcing contribute value to the firm by attempting to identify environmental and organizational characteristics that affect HR department performance and how HR outsourcing mediates that relationship. We propose that supplier competition in the HR provider market has a direct effect on the amount of HR outsourcing which in turn has a direct effect on HR performance. Environmental uncertainty (primary, competitive, and supplier) is proposed to moderate the relationship between amount of HR outsourcing and HR performance while asset specificity is proposed to moderate the relationship between supplier competition and amount of HR outsourcing. An earlier version of this paper was presented at the Southwest Academy of Management meeting in Houston, Texas, March, 2003, and received the 2003 Irwin/McGraw-Hill Distinguished Paper Awar

Executive support systems and the nature of executive work

Includes bibliographical references (p. [34]-[36]).John F. Rockart, David W. DeLong

Teaching Agricultural Producers to Consider Risk in Decision Making

Risk and Uncertainty,

The middle manager: Friend or foe of employee involvement

Middle management resistance has been frequently identified as a significant barrier to the success of employee involvement practices. This paper reviews evidence from the literature and from 12 case studies on the role played by middle managers in employee involvement initiatives. There is evidence that middle management resistance often acts as a significant impediment to employee involvement. However, there is also evidence that this resistance is often a symptom of inconsistency between organisational systems and the goals of employee involvement and of inadequate training and support for middle managers. Employee involvement initiatives should pay attention to aligning organisational systems with the goals of employee involvement and treat middle managers as the targets as well as the implementors of employee involvement

PERENCANAAN STRATEGI SISTEM DAN TEKNOLOGI INFORMASI PADA PT. TRIASA GILANG JEPS MEGAH

PERENCANAAN STRATEGI SISTEM DAN TEKNOLOGI INFORMASI PADA PT. TRIASA GILANG JEPS MEGAH