The notion of project management maturity (PMM) is central to the understanding of project success in general and information systems (IS) projects in particular. Yet, while the professional press assumes for years a positive relationship between PMM level and IS project success, this relationship is still not well understood in the IS literature. Drawing on project management maturity perspect...

Recent research into the development of organizational capability, has focused either upon particular aspects of the development process (e.g. learning, routinization, heuristics, bricolage) or on individual capabilities (e.g. new product development, project management, internationalization, acquisitions). Limited attention has been given to how firms create new systems of capabilities despite...

This study makes an initial attempt to validate an integrated, theoretically driven performance model of information systems (IS) projects. IS project performance is defined in terms of task, psychological, and organizational outcomes. We draw upon different theoretical perspectives including IS, organizational teams, and project management to link six categories of variables to IS project perf...

According to the hierarchical framework of organizational capabilities and the capability embeddedness view in dynamic capability theory, this study investigates how lower-order capabilities (i.e. knowledge management capability and information technology capability) influence higher-order capability (i.e. organizational agility), which finally lead to superior firm performance. Meanwhile, the ...

conclusions emergency medical services should be considered as a system with its independent components. establishing an independent ems organization, integrating pre-hospital and hospital emergency under single supervision and management, as well as, extending the possibility of providing ems through private sector are essential in order to make fundamental reforms in providing emergency medic...

A field study of top management teams and knowledge workers from 72 technology firms demonstrated that the rate of new product and service introduction was a function of organization members’ ability to combine and exchange knowledge. We tested the following as bases of that ability: the existing knowledge of employees (their education levels and functional heterogeneity), knowledge from member...

BACKGROUND Change management experts have emphasized the importance of establishing organizational readiness for change and recommended various strategies for creating it. Although the advice seems reasonable, the scientific basis for it is limited. Unlike individual readiness for change, organizational readiness for change has not been subject to extensive theoretical development or empirical ...