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Full-Text Articles in Business
Successful Management Strategies For Addressing Information Technology Project Scope Changes, James Wesley Artemus Iii
Successful Management Strategies For Addressing Information Technology Project Scope Changes, James Wesley Artemus Iii
Walden Dissertations and Doctoral Studies
Inadequate scope management strategies fail to prevent project failures. Information technology (IT) project leaders who lack strategies to prevent project failures negatively impact their business goals and delivery schedule. Grounded in the theory of constraints, the purpose of this qualitative single case study was to explore strategies IT project leaders use to manage project scope and prevent project failures. Data were collected through semistructured interviews and a review of company documents from 3 participants in a small IT consulting company. Data were analyzed using thematic analysis. Three themes emerged: understanding project scope changes, performance techniques, and communication. A key recommendation …
Strategies Of Successful Project Managers Leading Virtual Teams, Allison Harris Bean
Strategies Of Successful Project Managers Leading Virtual Teams, Allison Harris Bean
Walden Dissertations and Doctoral Studies
Some project managers lack strategies to effectively lead virtual project teams, which can result in a lack of clear project direction, collaboration and communication, and empowerment to solve problems within the team. Grounded in transformational leadership theory, the purpose of this qualitative multiple-case study was to explore strategies project managers use to lead virtual teams effectively. The participants were three project managers in. the United States who worked exclusively with virtual teams and had a minimum of one year of experience leading a virtual project team. Data were collected using semi-structured interviews and analyzed using thematic analysis. Three themes emerged: …
Relationship Between The Employee Incentive System, Employee Development System, And Employee Work-Related Stress, Ali Sattea Ali Al Ajaj
Relationship Between The Employee Incentive System, Employee Development System, And Employee Work-Related Stress, Ali Sattea Ali Al Ajaj
Walden Dissertations and Doctoral Studies
Business owners are concerned with employee work-related stress, as it is the most important predictor of employee incentives and employee development practices. Grounded in Siegrist’s theory of effort/reward imbalance, the purpose of this quantitative correlation study was to examine the relationship between employee incentive, employee development, and employee work-related stress. The participants were 88 employees of a private power sector organization who completed the SurveyMonkey link questionnaires and complied with the survey inclusion criteria. The results of the multiple linear regression were significant, F (2, 85) = 7.167, p < 0.05, R2 = 0.144. In the final model, employee development was significant (t = 3.306, p = .001, β = 0.340) and incentive was nonsignificant. A key recommendation is for business leaders and managers to develop their employees by creating development working practices, acknowledging employees’ achievements, and providing the best employee career programs. The implications for positive social change include the potential to mitigate any employee’s work-related stress and thus support the local community workforce.
Strategies To Reduce Entrepreneurial Burnout, Eva Singleton
Strategies To Reduce Entrepreneurial Burnout, Eva Singleton
Walden Dissertations and Doctoral Studies
Burnout is a threat to small business sustainability. Many small business entrepreneurs start their business endeavors lacking strategies to reduce burnout that could lead to business failure. Grounded in self-leadership theory, the purpose of this qualitative multiple-case study was to explore strategies small business entrepreneurs use to reduce burnout in their initial three years in business. The participants were four South Carolina licensed barbers in business for a minimum of three years who had successfully implemented strategies to reduce burnout. Data were collected from semistructured interviews and public documents from participants’ business websites and social media. Thematic data analysis resulted …
Strategies Of Successful Project Managers Leading Virtual Teams, Allison Harris Bean
Strategies Of Successful Project Managers Leading Virtual Teams, Allison Harris Bean
Walden Dissertations and Doctoral Studies
Some project managers lack strategies to effectively lead virtual project teams, which can result in a lack of clear project direction, collaboration and communication, and empowerment to solve problems within the team. Grounded in transformational leadership theory, the purpose of this qualitative multiple-case study was to explore strategies project managers use to lead virtual teams effectively. The participants were three project managers in. the United States who worked exclusively with virtual teams and had a minimum of one year of experience leading a virtual project team. Data were collected using semi-structured interviews and analyzed using thematic analysis. Three themes emerged: …
International Development Project Strategies To Reduce The Negative Impact Of Triple Constraints, Syreeta S. Bond
International Development Project Strategies To Reduce The Negative Impact Of Triple Constraints, Syreeta S. Bond
Walden Dissertations and Doctoral Studies
With the growing number of international development projects not meeting the triple constraint requirements every year, organizational leaders exceed their budgets and increase schedule delays. Some project managers lack strategies to minimize the negative impact of these constraints, resulting in projects that exceed their budgets and have more delays. Grounded in the theory of constraints, the purpose of this qualitative multiple-case study was to explore strategies project managers use to reduce the negative impact of the triple constraints of cost, schedule, and scope on international development projects. The participants were five project managers from five different global development companies. Data …