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The Oxford Review Volume 3 Number 7

The Oxford Review Vol 3 No 7

In this edition What we can learn from resilient children What large organisations can learn from SME’s in terms of project management What is the impact of organisational knowledge loss due to employees leaving? Using evidence in evidence-based practice: Integrating practice and research This one thing predicts intercultural harmony and productive working relationships The one […]

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The Oxford Review Volume 3 Number 8

The Oxford Review Volume 3 Number 8

In this Month’s Oxford Review: Does being clear about your own emotions help you to have greater empathy? Why talent management and industrial–organisational (I-O) psychology has a big problem Lean is harder to implement and the results worse than people usually expect at first What does engagement really mean? The impact of organisational values and […]

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The Oxford Review Volume 3 No 11

The Oxford Review Vol 3 No 11

In this months edition (Volume 3 No 11) 3D virtual learning environments: do they motivate or undermine sustained engagement? Empowering leadership styles in cross-cultural situations Evidence producing organisations: what they are and how they have developed How Transformational Leadership Increases Employee Performance Measuring organisational coaching outcomes Micro-learning: what it is and how it integrates with […]

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The Oxford Review Volume 4 No 1

The Oxford Review Vol 4 No 1

This month we have research that answers a series of key questions: Whether Long-Term Incentive Plans actually work as executive packages for improving organisational performance. Is executive coaching morally justifiable? Can playing online games can be used to develop leadership skills? How do external stakeholders end up influencing major project even when they haven’t got […]

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The primary characteristics of teams and individuals involved in Agile

Research Briefing

Keywords: agile, agile team, agile project management, agile management, management, project management, teams, agile methods Agile has become a key area of interest for many organisations. The agile movement started in the software industry and today approximately 60 to 90% of software engineering firms use agile practices and project management. As a result of intense […]

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What large organisations can learn from SME’s in terms of project management

Research Briefing

Keywords: management, project management, 4P’s, bureaucracy Projects are ubiquitous. Even the smallest company with just one or two employees has to run projects in order to achieve their goals. The point of project management is to try to ensure that the plan materialises in a timely and cost-efficient manner and either achieves or exceeds its […]

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Managing inter-organisational change projects: why middle managers are critical

Research Briefing

Keywords: inter-organisational projects, project management, change management, resistance to change, middle management, pacing, timing, business case, alignment Any organisational or inter-organisational project is essentially about change. However, some projects are ostensibly about creating organisational change, as opposed to intra-organisational change. Whilst there are many, many research studies looking at project management, there are few that […]

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What are the best project management practices for ERP (enterprise resource planning) system projects?

Research Briefing

Keywords: project management, ERP, enterprise resource planning, ERP systems, information technology Over the last 10 to 15 years there has been a veritable explosion in the development of ERP or enterprise resource planning systems. Enterprise resource planning systems refers to IT-based systems that are built around a centralised database, integrated and have a common computing […]

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How external stakeholders impact project management

Keywords: project management, stakeholders, stakeholders, strategic actions, influence, external stakeholders, influencing strategies A number of studies have shown what most project managers have known for a long time – that external stakeholders can have a significant impact on projects and project management. A 2014 study showed that external stakeholders can also have a significant impact […]

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Projectification – how organisations are dealing with order and chaos

Projectification

The rise of Projectification. Virtually every other paper published these days mentions the fact that organisations and their environments are becoming more and more complex and facing greater levels of uncertainty, whilst, at the same time, there is a constant pressure for greater levels of operational efficiency and innovation with reduced resources. One of the […]

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