nep-ppm New Economics Papers
on Project, Program and Portfolio Management
Issue of 2021‒05‒10
six papers chosen by
Arvi Kuura
Tartu Ülikool

  1. A Scientific Approach to Innovation Management: Evidence from Four Field Experiments By Camuffo, Arnaldo; Gambardella, Alfonso; Messinese, Danilo; Novelli, Elena; Paolucci, Emilio; Spina, Chiara
  2. Exploring Synergies between EU Cohesion Policy and Horizon 2020 Funding across European Regions: An analysis of regional funding concentration on key enabling technologies and societal grand challenges By Julia Bachtroegler-Unger; Mathieu Doussineau
  3. Putting large-scale infrastructure projects first: the COVID-19 pandemic in indigenous Mexico By Hofmann, Susanne
  4. Business analytics for managing performance of microfinance Institutions: A flexible management of the implementation process By Isabelle Piot-Lepetit; Joseph Nzongang
  5. Higher Education for Smart Specialisation: The Case of Eastern Macedonia and Thrace By Yannis Tolias; Eskarne Arregui-Pabollet
  6. Lessons on engaging with the private sector to strengthen climate resilience in Guatemala, the Philippines and Senegal By Juan Casado-Asensio; Takayoshi Kato; Heiwon Shin

  1. By: Camuffo, Arnaldo; Gambardella, Alfonso; Messinese, Danilo; Novelli, Elena; Paolucci, Emilio; Spina, Chiara
    Abstract: Our model shows that managers and entrepreneurs make better decisions under uncertainty if they adopt a scientific approach in which they formulate and test theories. The model predicts that they are more likely to terminate projects with negative returns, commit to projects with positive returns, or pivot to projects with higher returns. We test these implications by combining the results of four Randomized Control Trials (RCTs) involving 754 start-ups and small-medium enterprises and 10,730 data points over time. The empirical analysis corroborates the predictions of the model.
    Keywords: field experiments; Management Practices; Scientific entrepreneurship; strategic decision-making; uncertainty
    JEL: L21 L26 M13 M21
    Date: 2021–03
  2. By: Julia Bachtroegler-Unger (Österreichisches Institut für Wirtschaftsforschung (WIFO),Vienna, Austria); Mathieu Doussineau (European Commission - JRC)
    Abstract: Over the course of the 2014-2020 period, the European Union has invested more than €125bn into support to research and innovation through two main channels: the excellence-based Horizon 2020 programme and its cohesion policy implemented through the European Structural and investment funds (ESIF) and in particular the European Regional Development fund (ERDF). While projects funded by ESIF are selected in the context of place-based operational programmes and smart specialisation strategies (S3), Horizon 2020 grants are assigned based on the quality of the project proposals and consortia without any geographical criteria. A concentration of R&I funding from both funding schemes in the same technological or policy area could point to the creation of a synergy between EU funding as suggested by the concept of smart specialisation and encouraged by the European Commission. This report uses project data to analyse the regional distribution of Horizon 2020 and ESIF funding among key enabling technologies and societal grand challenges and to map potential synergies between different EU funding policies.
    Keywords: ERDF, ESIF, Cohesion policies, database, Horizon 2020
    JEL: O30 O38 O32
    Date: 2021–04
  3. By: Hofmann, Susanne
    Abstract: This article argues that whilst indigenous people are central to the Mexican president's official developmentalist discourse of bringing prosperity to the country's marginalised and poor, their needs during the COVID-19 pandemic have not been met and their interests have been sidelined. Whilst experiencing serious loss of trading revenue, negative impacts of misinformation, and lack of access to appropriate healthcare, indigenous Mexicans also faced the aggressive advance on their territories of large-scale infrastructure projects, which have become the backbone of the president's strategy for countering the economic recession caused by the pandemic. The discontinuation of relevant legal means to challenge the advance of the megaprojects during the pandemic effectively threatened indigenous people's democratic rights to protect their land, identities and way of life.
    Keywords: Covid-19; coronavirus; indigenous people; infrastructure; megaprojects; Mexico; territory; 844176; Wiley
    JEL: N0
    Date: 2020–12–27
  4. By: Isabelle Piot-Lepetit (UMR MoISA - Montpellier Interdisciplinary center on Sustainable Agri-food systems (Social and nutritional sciences) - Cirad - Centre de Coopération Internationale en Recherche Agronomique pour le Développement - IRD - Institut de Recherche pour le Développement - CIHEAM-IAMM - Centre International de Hautes Etudes Agronomiques Méditerranéennes - Institut Agronomique Méditerranéen de Montpellier - CIHEAM - Centre International de Hautes Études Agronomiques Méditerranéennes - Montpellier SupAgro - Institut national d’études supérieures agronomiques de Montpellier - Institut Agro - Institut national d'enseignement supérieur pour l'agriculture, l'alimentation et l'environnement - INRAE - Institut National de Recherche pour l’Agriculture, l’Alimentation et l’Environnement); Joseph Nzongang (Université de Dschang, Faculté des Sciences Economiques et de Gestion de Dschang - Université de Dschang)
    Abstract: Microfinance institutions are social enterprises that focus on the provision of financial services to poor populations excluded from the conventional banking system. These organizations face a double-bottom line, dealing simultaneously with a financial and social objective. The challenge of putting it into action is great, especially when there is a need to involve all stakeholders and to replicate the experience to new communities. One way to sustain both financial performance and social impacts is to develop a business analytics solution aiming at measuring and expanding social impacts in a financially sustainable way. This paper describes main elements to be considered, in particular the organizational context, the development process, and implementation issues that would facilitate or impede the deployment of a business analytics initiative in practice. Finally, two main components of the implementation process are specifically pointed out: a behavioral fit of the business analytics solution to the cultural context of the organization, and the country where it is deployed, and a flexible commitment in the management of the business analytics initiative implementation.
    Keywords: business analytics,decision-making,efficiency measurement,financial performance,social impact,data envelopment analysis,developing countries,microfinance,social enterprises
    Date: 2021
  5. By: Yannis Tolias (Innovatia Systems); Eskarne Arregui-Pabollet (European Commission - JRC)
    Abstract: This technical report presents the findings of the case study carried out in Eastern Macedonia and Thrace on the role of Higher Education Institutions (HEIs) in the design and implementation of the Smart Specialisation Strategy (RIS3). It is one of the case studies undertaken in the project Higher Education for Smart Specialisation (HESS), an initiative of the European Commission's Joint Research Centre (JRC) and the Directorate General for Education, Youth, Sport and Culture. The region is a moderate innovator according to the 2019 Regional Innovation Scoreboard, with important structural weaknesses constrained by horizontal development policies, suffering from its remoteness which affects to its ability to attract and retain talent. It has a comprehensive higher education system, with the Democritus University of Thrace as main regional higher education institution and eleven campuses spread across the Region. The Smart Specialisation Strategy is considered by stakeholders the best available tool to develop a long-term, evidence and place-based regional innovation strategy. The regional and national governance structures and their interaction, as well as the policy mix deployed for the programming period 2014-2020, has limited the capacity of higher education to contribute to regional growth. The partnership between regional administration and HEIs manager seems to have room for improvement, through spaces for dialogue and the co-design of funding instruments that respond to a shared vision of regional challenges. The institutionalisation of HEI third mission could benefit from a performance based type system, as well as the promotion of HEI leadership in a region characterise by a strong disconnect. The new programming period 2021-2027 is an excellent opportunity to strengthen the ambition of the higher education institutions to lead the regional transformation process, through adequately tailored funding instruments and improved peer learning capacity from good practices at EU level.
    Keywords: Smart specialisation strategies, higher education institutions, universities, territorial development, research and innovation, Greece
    Date: 2021–05
  6. By: Juan Casado-Asensio; Takayoshi Kato; Heiwon Shin
    Abstract: For many private sector actors, especially micro, small and medium-sized enterprises (MSMEs), it remains challenging to understand how the impacts of climate change may influence their business profitability and continuity over time, and how they can manage climate risks. This working paper explores how governments and development co-operation providers can further engage with the private sector to address these challenges and strengthen its resilience to the negative impacts of climate change. The paper focuses on different roles of the private sector in strengthening climate resilience. It then examines how governments and development co-operation can foster such roles through enhancing domestic institutions and networks, policy frameworks, climate and weather data and information, and financing mechanisms. The proposed actions draw from the experiences of three case studies: Guatemala, the Philippines and Senegal.
    JEL: Q54 Q56 Q58
    Date: 2021–05–07

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