nep-ppm New Economics Papers
on Project, Program and Portfolio Management
Issue of 2021‒02‒15
eight papers chosen by
Arvi Kuura
Tartu Ülikool

  1. Resilience through placemaking: Public spaces in Rotterdam's climate adaptation approach By Peinhardt, Katherine
  2. Making sense of the absurd in a Kafkaesque bureaucracy: managing innovation projects in a large Brazilian company By Lorena Bezerra de Souza Matos; Florence Allard-Poesi
  3. Improving the Design, Targeting, and Effectiveness of Training and Technical Assistance: A Learning Agenda By Mary Anne Anderson; Kara Conroy; Annalisa Mastri; Amanda Benton; Gretchen Lehman
  4. Racing against COVID-19- a vaccines strategy for Europe By Reinhilde Veugelers; Georg Zachmann
  5. Online Exchanges and Inquiry-based Learning: Implications for Nurturing Learners’ Intercultural Communication Skills By Murod Ismailov
  6. Ingénierie ou ingenium de la gestion pour la diversité. Le cas d'une organisation bancaire By Nadia Lazzari Dodeler; Asri Yves Ohin; Marie-Noêlle Albert
  7. Robust Financial Contracting and Investment By Aifan Ling; Jianjun Miao; Neng Wang
  8. Essay to analyze SMEs strategies facing globalization: a neo-institutional approach By Khaled Tahari; Amar Elafani

  1. By: Peinhardt, Katherine
    Abstract: Urban public spaces are an opportunity for comprehensive climate adaptation and improved resilience. As a key part of a city's physical infrastructure, it has long been clear that public spaces can be physically reinforced to absorb or weather the shocks of the climate crisis. As a result, many public spaces are designed to materially resist local impacts of the climate crisis, but fewer have seen efforts to harness their potential for improving social resilience. It is increasingly clear that the unique role of public spaces in civic life positions them to enhance not only physical resilience, but also to support the types of interpersonal connections essential to addressing shared challenges like the climate crisis. Through a "placemaking" approach, both of these goals can be layered into a single space: meaning that public spaces not only protect people from climate hazards, but also provide socially vibrant places and contribute to social cohesion. As climate-adaptation plans become more widespread in cities across the globe, innovators such as the City of Rotterdam are leading the way by incorporating public spaces into their strategy. The most prominent example of this change is Waterplein Benthemplein, an early example of a "water square", which absorbs excess stormwater while providing public space. This paper, based on a paradigmatic case study, examines the policy context for Rotterdam with regard to public spaces, climate adaptation, and long-standing practices around water management. It continues with an observational analysis of Waterplein Benthemplein, which provides best practices of, and potential pitfalls for, public space projects aimed at adaptation and/or resilience building. [...]
    Date: 2021
  2. By: Lorena Bezerra de Souza Matos (IRG - Institut de Recherche en Gestion - UPEC UP12 - Université Paris-Est Créteil Val-de-Marne - Paris 12 - Université Gustave Eiffel); Florence Allard-Poesi
    Date: 2020–12–04
  3. By: Mary Anne Anderson; Kara Conroy; Annalisa Mastri; Amanda Benton; Gretchen Lehman
    Abstract: This learning agenda draws on the input of technical experts, selected Health and Human Services staff, and the previous work conducted under the Models of Coordination and Technical Assistance to Achieve Outcomes in Communities project.
    Keywords: Training, technical assistance, needs assessments, program effectiveness, equitable access, program implementation, cross-sector collaboration, learning agenda, Office of the Assistant Secretary for Planning and Evaluation
  4. By: Reinhilde Veugelers; Georg Zachmann
    Abstract: The fast development of vaccines is an essential part of the long-term solution to COVID-19, but vaccine development has high costs and carries the risk of high failure rates. There are currently too few promising projects in the clinical trial pipeline to guarantee at least one vaccine soon. More projects need to pass through the development pipeline in parallel. Vaccines should ultimately be widely available to all who need them...
    Date: 2020–04
  5. By: Murod Ismailov (University of Tsukuba, Centre for Education of Global Communication, Japan)
    Abstract: With the advance of the Internet technologies, online international exchanges are becoming an essential element of teaching and learning communication and collaboration. Some virtual exchanges focus especially on developing learners’ intercultural communicative competence. One of the main challenges for learners engaged in this form of virtual exchanges is that not all participants may be familiar with specific aspects of their own lingua-culture. This conceptual study attempts to develop an inquiry-based model of online intercultural exchange by incorporating the 5E Learning Cycle Model which includes learning stages, such as engagement, exploration, explanation, elaboration, and evaluation. We argue that the combination of online intercultural learning and inquiry-based learning could help facilitate sharing of a more authentic lingua-cultural knowledge between online partners. Also, the inclusion of the elements of inquiry-based learning in online international collaborative projects might have a positive impact on promoting informed intercultural exchange.
    Keywords: online exchanges, intercultural communication, inquiry-based learning
    Date: 2020–10
  6. By: Nadia Lazzari Dodeler (UQAR - Université du Québec à Rimouski); Asri Yves Ohin (UQAR - Université du Québec à Rimouski); Marie-Noêlle Albert (UQAR - Université du Québec à Rimouski)
    Abstract: This article proposes, on the one hand, to distinguish management of diversity from management for diversity and, on the other hand, to widen our knowledge of engineering to promote diversity by having a vision of engineering based on ingenium rather than engineering. To carry out our project, we use autopraxeography, which is a methodology that uses the first person (testimony). The purpose is not to obtain reliable representations of reality, but to provide information to better understand phenomena and build generic knowledge that make sense to practitioners. Engineering for diversity involves the implementation of a community of persons, which is not without difficulty. As our article points out, the implementation can make it possible to obtain efficient results, both quantitative and qualitative.
    Abstract: Cet article propose d'une part, de distinguer une gestion de la diversité et une gestion pour la diversité, et d'autre part d'approfondir une ingénierie pour la diversité en ayant une vision de l'ingénierie basée sur l'ingenium et non sur l'engineering. Pour mener à bien notre projet, nous nous appuyons sur l'autopraxéographie qui est une méthodologie utilisant une écriture à la première personne (un témoignage). La finalité n'est pas d'obtenir des représentations fiables de la réalité, mais plutôt de donner des informations pour mieux comprendre les phénomèns et construire des savoirs génériques afin de faire du sens pour les praticiens. Cette ingénierie pour la diversité passe par la mise en œuvre de communautés de personnes, ce qui ne va pas sans difficulté. Comme le souligne notre article, cette mise en place peut permettre d'obtenir des résultats performants, tant quantitatifs que qualitatifs.
    Keywords: Engineering,Ingenium,Management for diversity,Persons,Community of persons,Ingénierie,Gestion pour la diversité,Personnes,Communautés de personnes
    Date: 2020–12–01
  7. By: Aifan Ling; Jianjun Miao; Neng Wang
    Abstract: We study how investors' preferences for robustness influence corporate investment, financing, and compensation decisions and valuation in a financial contracting model with agency. We characterize the robust contract and show that early liquidation can be optimal when investors are sufficiently ambiguity averse. We implement the robust contract by debt, equity, cash, and a financial derivative asset. The derivative is used to hedge against the investors' concern that the entrepreneur may be overly optimistic. Our calibrated model generates sizable equity premium and credit spread, and implies that ambiguity aversion lowers Tobin's q; the average investment, and investment volatility. The entrepreneur values the project at an internal rate of return of 3.5% per annum higher than investors do.
    JEL: D81 E22 G12 G32 J33
    Date: 2021–01
  8. By: Khaled Tahari (Faculté des Sciences Économiques, Université d’Oran); Amar Elafani
    Abstract: SMEs are at the heart of the new industrial project in Algeria. They are appreciated for their dynamism, their structural flexibility and their ability to adapt their behaviour to an environment now opened to competition. However, their size can be a handicap due to the absence of economies of scale and financial barriers to entry for vital activities such as research and development. This makes them vulnerable if they do not develop a greater capacity for innovation and adaptation in an economy fronting an international competition.
    Abstract: Le dispositif cognitif de la théorie néo-institutionnelle sociologique et économique est perçu comme susceptible de restituer la complexité de la relation entre les PME en tant qu'organisations et le nouvel ordre institutionnel décliné sous le vocable de mondialisation ou globalisation. L'auteur constate une certaine convergence dans le traitement des ressources humaines (isomorphisme) mais aussi une hybridation dans le comportement et la structuration de ces organisations. La démonstration s'appuie sur des études de cas représentant des unités moyennes : deux publiques et une privée ancienne unité publique cédée à une grande entreprise familiale de dimension internationale. Mots clés : PME, institutions, PME et GRH, flexibilité organisationnelle, changement organisationnel
    Keywords: SMEs,institutions,SMEs and HRM,organizational flexibility,organizational change. Jel Classification Codes: D29,L25,L32,L33,G38,Jel Classification Codes: D29,HRM,organizational change
    Date: 2021–01–04

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