The pre-design stage of construction projects has become a focal point in design management research in the last decade, as it primarily the source of problems such as rework, change orders, and contractual claims. In particular, it is widely acknowledged that client briefing is an intractable problem which many projects encounter. Primarily this is because little attention is given to assessin...

Abstract Purpose – The purpose of this paper is to present a methodology which defines best strategic practices for business process redesign (BPR). Design/methodology/approach – A total of 29 best practices are studied and evaluated from the literature. The philosophy of TOPSIS (Technique for Order Preference by Similarity to Ideal Solution) method is applied in recognizing the alignment of be...

It has become conventional wisdom that acquirers suffer – by over-paying for targets and then suffering post-acquisition chaos. Indeed, there is almost a cottage industry among analysts in decrying acquisition problems, pointing to the ‘winner’s curse’ in which the high bidder over-pays and then fails to gain predicted synergies. At the same time, newspapers and magazines daily highlight failed...

The paper discusses the method of adjustment of a corporate strategy of a manufacturing company, which unexpectedly finds itself in a crisis situation. The essence of the concept of this method is a constructive change of objective-setting preconditioned by a new objective, i.e. overcoming the crisis. To achieve this tasks, its structuring should be made via stating and solving optimization tas...

in the third millennium, we observe rapid changes in technologies and intense complexity in environment. in such an environment, developing competitive advantage necessitates new kind of organizations which are capable of knowledge creation. hence, it is expected that managers to have a deep perception of prerequisites of knowledge management and enhance the organizational performance through i...

In this paper, we report on the implementation of a public information systems (IS) project in Bangalore, India. Our analysis of the Bangalore One (B1) project demonstrates the deployment of both formal and informal control mechanisms at different stages of the project. The use of informal control mechanisms to establish control over several crucial processes serves to highlight the contextual ...

Experience shows that companies consistently underestimate the time and effort to develop complex products quickly. Managers of strategic projects can often anticipate effort to do direct work, but they routinely underestimate effort to coordinate and do rework. Neither managers’ intuitions nor standard project management tools can effectively predict the consequences of complex and dynamic int...

Although many attempts have been made to enable creative and effective design activities using a computer, many design activities depend on the designer’s personal ability and are learned through interpersonal communication. These limitations are thought to be due to the fact that the knowledge we use does not cover the entire design process, comprising the problem-forming process and the probl...