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Project Failures (project + failure)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	85%

Selected Abstracts

Negative Emotional Reactions to Project Failure and the Self-Compassion to Learn from the Experience

JOURNAL OF MANAGEMENT STUDIES, Issue 6 2009
Dean A. Shepherd
abstract Project failure is likely to generate a negative emotional response for those involved in the project. But do all people feel the same way? And are some better able to regulate their emotions to learn from the failure experience? In this paper we develop an emotion framework of project failure that relies on self-determination to explain variance in the intensity of the negative emotions triggered by project failure and self-compassion to explain variance in learning from project failure. We discuss the implications of our model for research on entrepreneurial and innovative organizations, employees' psychological ownership, and personal engagement at work. [source]

From experience: applying the risk diagnosing methodology

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 3 2002
Jimme A. Keizera
No risk, no reward. Companies must take risks to launch new products speedily and successfully. The ability to diagnose and manage risks is increasingly considered of vital importance in high-risk innovation. This article presents the Risk Diagnosing Methodology (RDM), which aims to identify and evaluate technological, organizational and business risks in product innovation. RDM was initiated, developed and tested within a division of Philips Electronics, a multinational company in the audio, video and lighting industry. On the basis of the results the senior Vice President (R&D) of Philips Lighting decided to include the method in the company's standard innovation procedures. Since then, RDM has been applied on product innovation projects in areas as diverse as automobile tires, ship propellers, printing equipment, landing gear systems and fast-moving consumer goods such as shampoo, margarine and detergents. In this article we will describe how Unilever, one of the world's leading companies in fast-moving consumer goods, adopted RDM after a major project failure in the midnineties. At Unilever, RDM proved very useful in diagnosing project risks, promoting creative solutions for diagnosed risks and strengthening team ownership of the project as a whole. Our results also show that RDM outcomes can be used to build a knowledge base of potential risks in product innovation projects. [source]

"But the winds will turn against you": An analysis of wealth forms and the discursive space of development in northeast Brazil

AMERICAN ETHNOLOGIST, Issue 1 2009
AARON ANSELL
ABSTRACT In this article, I explain the unfolding of a participatory development project in northeast Brazil by exploring how local genres of public speech articulate with categories of wealth. Although development resources cannot be easily categorized into local classes of wealth, they nonetheless evoke some of the anxieties cultivators feel when dealing with wealth forms susceptible to the evil eye. Beliefs surrounding the evil eye shape cultivators' relations to material objects, and they also define the contours of safe and acceptable speech within the village development association. As a result, during association meetings, the villagers speak in ways that frustrate development agents seeking to generate "open" and "transparent" managerial discourse felicitous to project success,at least, external notions of project success. Appreciating the link between wealth and speech forms sheds light on both the local implementation challenges that participants in such projects face and the reason development agents frequently blame ostensive project failures on beneficiary backwardness. [wealth, Brazil, development, evil eye, peasant society] [source]

Systematic biases and culture in project failures

PROJECT MANAGEMENT JOURNAL, Issue 4 2008
Barry Shore
Abstract Project success rates have improved, and much of the credit can be given to the knowledge, practices, and standards that have contributed to the professionalization of the field. Unfortunately, too many failures still occur. Because many of them can be traced to management and decision-making practices, it might be useful at this stage to explore a set of systematic biases to determine if understanding them can help diagnose and perhaps even prevent failures from occurring. This article begins with a framework identifying the influences on project outcomes, defines the systematic biases that may derail projects, summarizes eight project failures, uses the framework to diagnose those failures, and concludes by suggesting how organizational and project culture may contribute to these very common and natural biases. [source]