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on Project, Program and Portfolio Management |
| By: | Pierre-Philippe Dujardin (TIMC-IMAG - Techniques de l'Ingénierie Médicale et de la Complexité - Informatique, Mathématiques et Applications [Grenoble] - UJF - Université Joseph Fourier - Grenoble 1 - Grenoble INP - Institut polytechnique de Grenoble - Grenoble Institute of Technology - IMAG - CNRS - Centre National de la Recherche Scientifique - UGA - Université Grenoble Alpes, IFCS - Institut de Formation des Cadres de Santé); Thomas Reverdy (Pacte, Laboratoire de sciences sociales - UPMF - Université Pierre Mendès France - Grenoble 2 - UJF - Université Joseph Fourier - Grenoble 1 - IEPG - Sciences Po Grenoble - Institut d'études politiques de Grenoble - CNRS - Centre National de la Recherche Scientifique - UGA - Université Grenoble Alpes); Annick Valette (CERAG - Centre d'études et de recherches appliquées à la gestion - UPMF - Université Pierre Mendès France - Grenoble 2 - CNRS - Centre National de la Recherche Scientifique); Patrice Francois (TIMC-IMAG - Techniques de l'Ingénierie Médicale et de la Complexité - Informatique, Mathématiques et Applications [Grenoble] - UJF - Université Joseph Fourier - Grenoble 1 - Grenoble INP - Institut polytechnique de Grenoble - Grenoble Institute of Technology - IMAG - CNRS - Centre National de la Recherche Scientifique - UGA - Université Grenoble Alpes) |
| Abstract: | The work of operational coordination led by head nurses (HN) is more known than their abilities to change work organization, as well as, care practices. In this article, we explore organizational projects led by HN. Depending on the situations, they may concern their health care team or involve institutional hierarchy or other teams. We rely on an intervention study, which enabled us to follow 17 organizational projects led by HN for one year. The results of this study highlight as the main condition for success, the HN' efforts to enable mutual understanding with other interested actors. Managers, who engage their health care team in the development of solutions, bring sustainable results. When problems involve the hierarchy, the managers focus on the development of personal relationships. When problems involve other departments, which they depend on, then they engage themselves into integrative negotiations. These results invite to open discussion about work organization and to formalize organizational projects. This intervention study also points out that work – training at operational audit is relevant for HN. |
| Abstract: | Le travail de coordination opérationnelle par les cadres de santé (CdS) est mieux connu que leurs capacités de transformation de l'organisation du travail et des pratiques de soin. Dans cet article, nous étudions des projets organisationnels conduits par des CdS qui peuvent, selon les cas, concerner leur équipe, impliquer la hiérarchie hospitalière ou d'autres équipes. Nous nous appuyons sur une recherche-intervention qui a permis de suivre 17 projets organisationnels portés par des CdS sur une année. Les résultats de cette recherche mettent en valeur les efforts d'intercompréhension de la part des CdS vis-à-vis des autres acteurs comme la principale condition de réussite. Les CdS qui sollicitent la participation de leur équipe à l'élaboration des solutions obtiennent des améliorations durables. Quand les problèmes identifiés impliquent la hiérarchie, les CdS cherchent à développer des relations interpersonnelles. Quand ils impliquent d'autres services dont ils sont dépendants, les CdS engagent des négociations intégratives. Ces résultats suggèrent de développer la discussion sur l'organisation du travail et de contractualiser les projets organisationnels. Cette recherche-intervention permet aussi de valider la pertinence d'une formation-action des CdS au diagnostic organisationnel. |
| Keywords: | Head nurse,Quality,Work organization,Project management,Management,Organisation du travail,Gestion de projet,Qualité,Cadre de santé |
| Date: | 2017–09 |
| URL: | http://d.repec.org/n?u=RePEc:hal:journl:hal-01677435&r=ppm |
| By: | KANI Masayo; MOTOHASHI Kazuyuki |
| Abstract: | This paper provides empirical analyses to understand the management of external technology sourcing using a novel dataset of new product development (NPD) projects in Japanese firms, focusing on the difference between bilateral and unilateral contract-based alliances. External technology sourcing takes on various forms that can be divided into two categories: bilateral alliances, such as joint research and development (R&D), and unilateral alliances, such as licensing and commissioned R&D. The former style involves the cooperation process of joint R&D with a partner, whereas the latter involves the straightforward process of technology acquisition from a partner. In this paper, the determinants of the sourcing strategy for each contract type are investigated, and we find that a firm is likely to use external technology sourcing in exploratory projects, and that the type of sourcing will differ between large and small firms. Furthermore, a bilateral alliance is likely found to be used for market pull-type projects, while technology push-type ones are more often managed by unilateral alliances. |
| Date: | 2018–06 |
| URL: | http://d.repec.org/n?u=RePEc:eti:dpaper:18042&r=ppm |
| By: | Mohammed Eddaou (LACEME - Laboratoire d'études sur la compétitivité économique et le management de l'entreprise - Faculté des sciences juridiques, économiques et sociales de Rabat Souissi) |
| Abstract: | Delegated management is another alternative for financing economic and social projects in Morocco. The National Initiative for Human Development is an example. However, this alternative raises parallel economic issues that can be supported by the management control, Insofar as it leads the planning, implementation, and evaluation of public policies. As part of our article, we tried to analyze the relationship between the efficiency of PPPs and assistance to strategic steering in Morocco. |
| Abstract: | La gestion déléguée représente une autre alternative de financement des projets économiques et sociaux au Maroc. L'initiative nationale pour le développement humain en est l'exemple. Toutefois, cette alternative suscite en parallèle des enjeux économiques qui peuvent être pris en charge par le contrôle de gestion, dans la mesure où ce dernier oriente la planification, la mise en oeuvre, et l'évaluation des politiques publiques. Dans le cadre de notre article, nous avons essayé d'analyser la relation entre l'efficience des PPP et l'aide au pilotage stratégique au Maroc. |
| Keywords: | efficiency,Residual loss,performance measure ,governance,Management control,gouvernance,perte résiduelle,mesure de performance,efficience,contrôle de gestion |
| Date: | 2017–08–01 |
| URL: | http://d.repec.org/n?u=RePEc:hal:journl:hal-01815327&r=ppm |
| By: | Chandan Sharma (Associate Professor, Indian Institute of Management Lucknow, India); Vatcharin Sirimaneetham (Macroeconomic Policy and Financing for Development Division, United Nations Economic and Social Commission for Asia and the Pacific) |
| Abstract: | Public-private partnerships are generally defined as a contractual agreement between a public agency and a private entity on a long-term project aimed at providing a public service and infrastructure.1 Examples of public services delivered through PPP are prison services and public parks, while infrastructure can refer to both economic infrastructure, such as electricity and mobile phone networks, and social infrastructure, such as public schools and hospitals. In general, the private entity assumes a large part of the financial and operational risks in a project, while the income could be in the form of user fees of the public service or infrastructure provided. An example is a consortium of private companies that build, operate and maintain a toll road in exchange for toll charges. |
| Date: | 2018 |
| URL: | http://d.repec.org/n?u=RePEc:unt:pbmpdd:pb72&r=ppm |
| By: | Löher, Jonas; Schneck, Stefan; Werner, Arndt |
| Abstract: | Established early stage investors decide to invest in new ventures after evaluating the propensity of success and the risk of failure. Consequently, it is of considerable importance that the new business owners have substantial 'skin in the game' and are thus highly committed to business success. Despite its key role in practice, the entrepreneurs' own financial commitment has not yet been discussed in a crowdfunding context. Applying a signaling approach, our empirical findings show that entrepreneurs with comparatively more ex ante financial commitment in their project achieve significantly higher funding success. Moreover, our results suggest that financial commitment is the single most important variable determining funding success. |
| Keywords: | equity crowdfunding,crowdinvesting,campaign success,financial commitment,signaling,entrepreneurial finance |
| JEL: | G11 G19 G21 M13 |
| Date: | 2018 |
| URL: | http://d.repec.org/n?u=RePEc:zbw:ifmwps:0318&r=ppm |