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Planning and tactical factors in the project implementation process

Article Abstract:

It has been a well-recognized axiom in project management research that the project implementation process can be greatly facilitated by addressing a variety of project critical success factors. It is argued here that critical factors often fall into two distinct sub-groups: those related to initial project planning and those concerned with subsequent tactical operationalization. A field study was conducted to explore changes in the perceived importance of project planning factors across four stages in the project life cycle. The sample consisted of 408 managers currently involved in projects. It was found that the relative importance of planning and tactical factors varies across the project life cycle. Further, the perceived importance of these factors is contingent upon the type of success measure employed. When an efficiency success measure is used, planning factors are initially perceived to be of high importance but are overtaken by tactical issues as the project progresses through its life cycle. When 'external' success measures (perceived value of the project and client satisfaction) are employed, project planning factors dominate tactics throughout the project's life cycle. Finally, implications for managers are developed and directions for future research are discussed. (Reprinted by permission of the publisher.)

Planning, Industrial project management, Project management, Management

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Performance implications of incorporating natural environmental issues into the strategic planning process: an empirical assessment

Article Abstract:

This paper explores the ability of firms to integrate a critical strategic issue, the natural environment, into the strategic planning process within the natural resource-based perspective. Using survey data collected from a wide variety of firms and industries based in the United States, we empirically examined the antecedents and effects of integrating the natural environment into the formal planning process. These data were analysed using structural equation modelling with the LISREL technique. Overall, our data provided strong support for the hypothesized relationships. Specifically, we found that the level of integration of environmental management concerns in the strategic planning process was positively related to financial and environment performance. Furthermore, we found the greater the functional coverage and the more resources provide to environmental issues, the greater the integration of issues in the planning process. These results suggest that concern for environmental issues may yield competitive advantages in the marketplace as the natural resource-based perspective suggests. (Reprinted by permission of the publisher.)

Environmental aspects, Strategic planning (Business), Environmental engineering, Environmental protection

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Deregulatory forms, variations in the speed of governance adaptation and firm performance

Article Abstract:

A model for studying the different forms of deregulation such as frame- breaking, metamorphic, piecemeal and plodding that impacts variations in adapting internal governance mechanisms is presented. It is observed that there are important economic and social consequences when government and firms manage the deregulatory process.

United States, Models, Evaluation, Corporate governance, Influence, Deregulation

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