Information technology organizations lose significant competitive value when business leaders fail to use project management maturity (PMM) processes that enhance market delivery, reduce costs, and increase profitability. Using a multiple-case study, the researcher explored strategies that project leaders have used to improve PMM processes and expanded upon Kerzner's PMM model, which comprises 5 PMM levels essential for achieving repeatable project success. The researcher selected 20 project leader participants in the Southeastern region of the United States using a purposeful snowball sampling technique. In depth interviews were combined with archival and document exploration using a multiple-case study design where different types of project offices were cross compared as the unit of analysis including governmental, corporate, nonprofit, and not-for-profit organizations. Thematic analysis and cross-case analysis revealed 6 major strategies to improve PMM processes: project leader development, customer focus, standard methodology development, interactive communication, establishing a project office organizational structure, and practicing continuous process improvement. The implications for positive social change include the potential to provide small businesses and marginally-resourced organizations, such as churches and charitable organizations, with a beneficial value that contributes to positive economic activity in the local communities they support. The results are important because they extend constrained resources and organizational buying power for deliverables required by the recipient of the altruistic act.

本研究旨在建構地方教育行政機關知識管理成熟度指標，並藉以評估地方教 育行政機關知識管理品質。研究方法部分，先以文獻分析探究知識管理成熟度相關論述，再以專家問卷以及模糊德菲術問卷進行調查。專家問卷為十位教育學術與行政兼備專家，模糊德菲術問卷透過三角模糊數整合專家對指標重要性之看法並篩選指標項目，最後以歸一化之方式求得各構面以及各項指標權重，篩選出共三項構面及39項指標，完成地方教育行政機關知識管理成熟度指標指標體系，並以歸一化方式確立各構面及指標權重。各構面之主要權重為文化（33.3%）、流程（33.4%）、科技（33.3%）。根據研究之結果與分析，對地方教育行政機關與教育行政人員提出相關之建議，也對未來研究提出相關建議。

Made available in DSpace on 2014-12-17T13:53:30Z (GMT). No. of bitstreams: 1 ThiagoCN_DISSERT.pdf: 4800357 bytes, checksum: 6d84ff8a3ed5c4f0be1218fbba9b055c (MD5) Previous issue date: 2011-02-21 / Conselho Nacional de Desenvolvimento Cient?fico e Tecnol?gico / This study aimed to measure the perception of maturity project management of state boards of Rio Grande do Norte by the perception of its managers. Argues that project management has been highlighted as a critical factor for the success of any organization, because the projects are directly related to the set of activities that result in organizational innovation as products, services and processes and the improvement of project management is directly aligned with the main pillars of the New Public Management. Methodologically, this is a quantitative research of a descriptive nature in which 161 forms were applied with coordinators and subcoordinators of state departments of Rio Grande do Norte, culminating in a sampling error of less than 6% to 95% confidence according to the procedures finite sampling. The process of tabulation and analysis was done using the package Statistical Package for Social Sciences - SPSS 18.0 and worked with techniques such as mean, standard deviation, frequency distributions, cluster analysis and factor analysis. The results indicate that the levels of maturity in project management in state departments of Rio Grande do Norte is below the national average and that behavioral skills are the main problem for improving management in these departments. It was possible to detect the existence of two groups of different perceptions about the management of projects, indicating, according to the managers, there are islands of excellence in project management in some sectors of the state departments. It was also observed that there are eight factors that affect maturity in project management: Planning and Control , Development of Management Skills , Project Management Environment , Acceptance of the Subject Project Management , Stimulus to Performance , Project Evaluation and Learning , Project Management Office and Visibility of Project Managers . It concludes that the project management in state departments of Rio Grande do Norte has no satisfactory levels of maturity in project management, affecting the levels of efficiency and effectiveness of the state apparatus, which shows that some of the assumptions that guide the New Public Management are not getting the levels of excellence nailed by this management model / Este estudo teve por objetivo mensurar a percep??o de maturidade em gerenciamento de projetos dos gestores das secretarias estaduais do Rio Grande do Norte. Argumenta que a gest?o de projetos tem se evidenciado como um fator cr?tico para o sucesso de qualquer organiza??o, pois os projetos est?o diretamente relacionados ao conjunto de atividades que resultam em inova??es organizacionais como produtos, servi?os e processos e que a melhoria da gest?o de projetos se encontra diretamente alinhada com os principais pilares da Nova Gest?o P?blica. Metodologicamente, trata-se de uma pesquisa de natureza quantitativa de car?ter descritivo na qual foram aplicados 161 formul?rios com coordenadores e subcoordenadores das secretarias estaduais do Rio Grande do Norte, culminando em um erro amostral inferior a 6% para 95% de confian?a segundo os procedimentos de amostragem finita. Para o processo de tabula??o e an?lise fez-se uso do pacote Statistical Package for the social Sciences SPSS 18.0 e trabalhou-se com t?cnicas como m?dias, desvios, distribui??es de frequ?ncia, an?lise de agrupamentos e an?lise fatorial. Os resultados indicam que os n?veis de maturidade em gerenciamento de projetos nas secretarias estaduais do Rio Grande do Norte se encontram abaixo da m?dia nacional e que as compet?ncias comportamentais s?o o principal gargalo para melhoria da gest?o nestas secretarias. Foi poss?vel detectar a exist?ncia de dois grupos de percep??es distintas sobre a gest?o de projetos, que indicam, segundo os gestores, a exist?ncia de ilhas de excel?ncia em gerenciamento de projetos em alguns setores das secretarias estaduais. Tamb?m foi poss?vel verificar que existem oito fatores que afetam a maturidade no gerenciamento de projetos: Planejamento e Controle , Desenvolvimento de Habilidades Gerenciais , Ambiente de Gest?o de Projetos , Aceita??o do Assunto Gerenciamento de Projetos , Est?mulo para Desempenho , Avalia??o de Projetos e Aprendizagem , Escrit?rio de Gerenciamento de Projetos e Visibilidade dos Gerentes de Projetos . Conclui que o gerenciamento de projetos nas secretarias estaduais do Rio Grande do Norte n?o apresenta n?veis satisfat?rios de maturidade em gerenciamento de projetos, afetando os n?veis de efici?ncia e efic?cia do aparelho do estado, o que demonstra que alguns dos postulados que norteiam a Nova Gest?o P?blica n?o est?o alcan?ando os n?veis de excel?ncia pregados por este modelo gerencial

Submitted by Nadir Basilio (nadirsb@uninove.br) on 2015-11-03T20:00:10Z No. of bitstreams: 1 Andre Luiz Spinelli Schelini.pdf: 3106922 bytes, checksum: 850f251e3ff6e168bed2787804516a04 (MD5) / Made available in DSpace on 2015-11-03T20:00:10Z (GMT). No. of bitstreams: 1 Andre Luiz Spinelli Schelini.pdf: 3106922 bytes, checksum: 850f251e3ff6e168bed2787804516a04 (MD5) Previous issue date: 2015-03-12 / Firms face challenges of various natures in different competitive environments, depending on the target market, the business model and corporate strategies. Operate in international markets is a constant challenge on the schedule of firms in the global environment to start their internationalization process. Are challenges since the capitalization of resources, new markets and customers, development of competencies and capabilities, directed to the strategic formation of the company's internationalization, among others. This study focuses on three theoretical areas: project management, internationalization of companies and the resource-based view (RBV). Thus defined the following research question: "How the project management maturity contributes to internationalization of Brazilian companies from the perspective of resource-based view?” Particularly analyzed the contributions of mature project management for internationalization features in international Brazilian companies from the RBV-VRIO analysis, ie, examined whether the mature nature of the management of projects adopted by the selected companies are considered strategic resources, with implications competitive, sustainable competitive advantage for the company. The research strategy adopted was a multiple case study of descriptive exploratory approach within-case analysis and cross-case method, in internationalized Brazilian companies from different business segments. As a result, the study found that the project management features: sustainability of the project, involvement of stakeholders, defining objectives and strategies, change management and risk management, have the greatest contribution to the internationalization of selected companies, with implication of competitive advantage sustainable, considering the RBV-VRIO analysis. Thus, the research presents contributions for companies that are or intend to initiate a process of internationalization, so the process is clearer and driven to a better use of market opportunities. / As empresas enfrentam desafios de diversas naturezas em diferentes ambientes competitivos, dependendo do mercado-alvo, do modelo do negócio e das estratégias corporativas. Atuar em mercados internacionais é um desafio constante na pauta das empresas no ambiente globalizado ao iniciar seu processo de internacionalização. São desafios desde a capitalização de recursos, conquista de novos mercados e clientes, desenvolvimento de competências e capacidades, instruídas para a formação estratégica de internacionalização da empresa, entre outros. Este estudo concentra-se em três eixos teóricos: a gestão de projetos, a internacionalização de empresas e a visão baseada em recursos (RBV). Assim, definiu-se a seguinte questão de pesquisa: “Como a maturidade em gestão de projetos contribui para internacionalização de empresas brasileiras sob a ótica da visão baseada em recursos?”. Particularmente foram analisadas as contribuições das características da gestão madura de projetos para internacionalização em empresas brasileiras internacionais a partir da análise RBV-VRIO, ou seja, analisou se as características maduras da gestão de projetos adotados pelas empresas selecionadas são consideradas como recursos estratégicos, com implicação competitiva, de uma vantagem competitiva sustentável para empresa. A estratégia de pesquisa adotada foi de estudo de múltiplos casos, de abordagem exploratória descritiva com método de análise inter-caso e intra-caso, em empresas brasileiras internacionalizadas de diferentes segmentos empresariais. Como resultado, o estudo identificou que as características da gestão de projetos: sustentabilidade do projeto, envolvimento dos stakeholders, definição de objetivos e estratégias, gerenciamento da mudança e gerenciamento de riscos, possuem alta contribuição para internacionalização das empresas selecionadas, com implicação de vantagem competitiva sustentável, considerando a análise RBV-VRIO. Com isso, a pesquisa apresenta contribuições para as empresas que estão ou pretendem iniciar um processo de internacionalização, de forma que o processa seja mais claro e orientado para um melhor aproveitamento das oportunidades de mercado.

Senast år 2045 ska Sverige inte ha några nettoutsläpp av växthusgaser för att därefter endast ha negativa utsläpp. Sveriges elbransch står inför en utmaning att möjliggöra en storskalig omställning till ett fossilfritt samhälle. Omställningen kommer att kräva stora mängder resurser vilket kommer utmana elbranschen genom att deras egna negativa miljö- och klimatpåverkan kommer att öka genom omställningens gång.  Syftet med undersökningen var att ta reda på hur hållbarhetsarbetet yttrar sig inom Sveriges elbransch eftersom samarbete möjliggör och driver arbetet med att uppnå en hållbar utveckling löd frågeställningen: Hur yttrar sig hållbarhetsarbetet inom Sveriges elbransch och finns det samarbete gällande hållbarhetsfrågor? För att undersöka hur hållbarhetsarbetet ser ut i Sveriges elbransch valdes det dels att genomföra semistrukturerade intervjuer med olika aktörer inom Sveriges elbransch och dels att genomföra en tematisk analys på samma aktörers hållbarhetsutsagor för räkenskapsåret 2021. En tematisk analys genomfördes även på de transkriberade intervjuerna. Resultatet visade att hållbarhetsarbetet i Sveriges elbransch är tvådelat, den ena delen innefattade att branschen i sig möjliggör omställningen till ett fossilfritt samhälle och den andra delen innefattade branschens eget hållbarhetsarbete gällande främst klimat- och arbetsmiljöfrågor. Utifrån analysen identifierades olika hinder som innefattar långa tillståndsprocesser, lagar som motverkar varandra och en avsaknad av ett grönt transformativt ledarskap, vilket försvårade hållbarhetsarbetet inom branschen. Det identifierades även att samarbeten sker främst med externa aktörer och längs med sin egen leverantörskedja medan samarbeten mellan aktörerna inom elbranschen främst rör säkerhet och arbetsmiljörisker. / By 2045 at the latest, Sweden must have no net emissions of greenhouse gases and thereafter only have negative emissions. Sweden's electricity sector faces a challenge to enable a large-scale transition to a fossil-free society. The transition will require a large amount of resources, which will challenge the electricity sector because of their own negative environmental and climate impacts will increase through the course of the transition. The purpose of the study was to find out how the sustainability work manifests itself within Sweden's electricity sector, because cooperation enables and functions as a driver of the work to achieve sustainable development, the research question was: How does the sustainability work manifest itself within Sweden's electricity sector and is there cooperation regarding sustainability issues? In order to study how the sustainability work manifested itself  in Sweden's electricity sector, semi-structured interviews were conducted with various actors within Sweden's electricity sector and a thematic analysis of the same actors' sustainability statements, sustainability reports, annual reports or their websites for the financial year 2021 was conducted. A thematic analysis was also carried out on the transcribed interviews. The result showed that the sustainability work in Sweden's electricity sector is two-sided, one side included that the sector itself enables the transition to a fossil-free society and the other side included the sector's own sustainability work regarding mainly climate and occupational safety and health issues. Based on the analysis, various barriers were identified, which include long permit processes, laws that work against each other and a lack of green transformative leadership, which made sustainability work within the industry difficult. It was also identified that collaborations primarily were conducted with external actors and along their own supply chain, while collaborations between actors within the electricity sector mainly concern occupational health and safety risks.