Success Dimensions for Major Real Estate Projects: The Case of Stadium Development

Although many stadiums in the top European football leagues have been constructed recently, a majority of European stadiums were built more than 35 years ago. New requirements and increased expectations by different stakeholder groups lead to complex challenges that stadium development teams face today. With a constructivist understanding of success, this article highlights critical success dimensions for stadium development projects such as (a) vision and expectation, (b) risk and feasibility, (c) project planning and design, (d) construction management, and (e) stadium operation. The influence of key stakeholder groups in these different project stages needs to be managed wisely when carrying out new development projects. The proposed framework discusses stakeholder influence and ways to manage it effectively. Managing stakeholder success perception through carefully designed project development stages helps project teams to be better prepared for this kind of real estate project

Trugschlüsse im Change Management | Warum Unternehmenstransformationen so häufig scheitern

Organizational transformations are always unique in nature. However, common themes are shared by these projects with sometimes serious implications on project success. Experiencing a variety of transformations we found that commonly used assumptions along resistance, project steering, initiating and planning may lead to fallacies within the transformation context. Each of these fallacies is discussed and ideas for solution are provided to help change managers in their understanding of the change phenomenon.Lattuch ist Berater im Management Consulting bei der KPMG in Düsseldorf mit dem Schwerpunkt auf HR Transaktionsberatung und Change Management

Emotionally intelligent top management and high family firm performance: Evidence from Germany

Executives in family firms are often confronted with emotionally loaded issues, in part due to the need to include the interests of the owning family. Given this context, we hypothesize how high family-firm performance is affected by the emotional intelligence (EI) of a family-based CEO and top-management team (TMT), in addition to the CEO's transformational leadership (TFL) and TMT's behavioral integration. Survey measures were taken from a random sample of 72 CEOs of German family firms and 245 members of their TMTs. We found that TMT behavioral integration mediates between CEO TFL and objective firm performance while CEO EI is significantly related to both CEO TFL and TMT EI. Implications are discussed for future research thereby suggesting an extension to upper-echelon theory

Success Dimensions for Major Real Estate Projects: The Case of Stadium Development

Although many stadiums in the top European football leagues have been constructed recently, a majority of European stadiums were built more than 35 years ago. New requirements and increased expectations by different stakeholder groups lead to complex challenges that stadium development teams face today. With a constructivist understanding of success, this article highlights critical success dimensions for stadium development projects such as (a) vision and expectation, (b) risk and feasibility, (c) project planning and design, (d) construction management, and (e) stadium operation. The influence of key stakeholder groups in these different project stages needs to be managed wisely when carrying out new development projects. The proposed framework discusses stakeholder influence and ways to manage it effectively. Managing stakeholder success perception through carefully designed project development stages helps project teams to be better prepared for this kind of real estate project

Leader behaviours of family and non-family executives in family firms

Purpose: Several studies of family firm failures have pointed to non-family members in leading positions as a reason. However, non-family members have often played a key role in family-firm longevity, while non-family executives’ involvement in family firms is increasing. These non-family executives who (co-)run family firms are thought to require an almost impossible set of behavioural qualities. The aim of this exploratory study is to find out how specific leader behaviours of effective family executives and non-family executives may differ. Design/methodology/approach: Based on Dulewicz and Higgs’ (2005) broad leadership frame, the authors draw attention to a large range of behaviours of family-firm executives. In-depth interviews were conducted with successful German executives, both family and non-family ones. Their answers had to contain specific behavioural examples. Findings: More behavioural similarities than differences are shown between family- and non-family-based executives. Yet, the self-reflective communicative behavioural qualities of the non-family executives could balance a lack of such qualities among the family-based executives. Based on the three major differences – decision-making style, communication versatility and self-awareness – specific new research propositions are distilled about effective family firm leadership. Originality/value: Practical suggestions for recruiting non-family executives are offered. Future quantitative longitudinal research on how to pair specific behavioural qualities of family and non-family based executives that optimise family-firm longevity is urgently needed

Effectively Changing Intra-organizational Behaviors for Environmental Performance

Despite a broadly shared belief by most organizational members that their own organization’s environmental performance should be improved, they frequently struggle to do so. Securing the required behavioral changes within their organization has frequently been identified as one of the crucial challenges encountered. Hence, there is an urgent need for actionable insights into how to develop and sustain these behavioral change processes. To this end, we systematically reviewed and compared research evidence of how intra-organizational behavior for environmental performance improvements develops over time. This review shows that extensive and long-lasting outcomes are achieved when environmental performance improving activities are advocated, role-modelled and endorsed by top and line managers. Shifts in social norms appear strongly associated with extensive and long-lasting behavioral changes, especially when they are broadly shared and embedded in a pro-environmental organizational culture. Initial evidence points towards the importance of role models throughout the organization in developing such a culture. Pro-environmental behavioral changes may be effectively instigated and sustained by: setting goals; providing instructions; facilitating desired behavior through redesigning organizational practices and procedures; and rewarding achieved outcomes. Furthermore, positive performance feedback catalyzes pro-environmental behavioral changes and employee participation in developing new practices and procedures is strongly associated with long-lasting environmental performance improvements. Heightened awareness of current environmental performance and an increase in specific knowledge of activities for environmental performance improvement appear to predict behavioral change. Initial evidence suggests that positive attitudes towards non-green aspects of improving environmental performance are crucial predictors of long-lasting and extensive pro-environmental behavioral changes