While hardly any company today operates without projects, the ability to manage a few successful projects is no longer enough. What are the benefits of project-oriented organizations and what are their characteristics and competencies? What is the role of key people in the development of project-oriented organizations, what is their motivational basis, and what, specifically, do they do? Today's top companies are able to change rapidly and effectively because they recognize trends, opportunities, and risks early on. They continually surprise their customers, partners, and the public with innovative offers, technologies, and business models, supplying a relevant market and relying on project-oriented competencies in managing their projects. This does not happen overnight: It has taken them years to develop into the successful companies they are today. This paper examines the influence of “promotors” on the development of project-oriented organizations, analyzes their development processes, and categorizes their characteristics. In an empirical approach, semi-structured guided interviews were conducted to study the development of companies over a number of years. The findings were consolidated into case studies and a cross-case analysis and compared with literature and other research. A new model called "competencies of project-oriented organizations" was created that enables practitioners to analyze their project-oriented organizations in order to define and implement concrete intervention measures. In addition, this study provides a basis for further research activities. In particular, the study answers the following questions empirically and based on theory: A. What are the organizational competencies of project-oriented organizations? B. Can the “promotor” concept, which is based on product and process innovations, be transferred to the development of a project-oriented organization, which is considered a management innovation? C. What are the roles of key people in developing project-oriented organizations, what do they do, and why, how, and to what effect do they do what they do?" In eight organizations from the industrial sector and the insurance industry, with 500 – 5,000 employees each, the need for power, specialist, and process promotors was confirmed. Cooperation between different management levels was found to be essential for the implementation of a "project-oriented organization." In addition, the competencies of the project-oriented organization were identified and divided into three competency areas: (a) structures, (b) values, and (c) competence, which are discussed in detail, serving as a vision for the development of project orientation. No innovation is possible without “promotors”, key people who are intrinsically motivated and persistent in their efforts.
|Advisor:||Gemünden, Hans Georg|
|School:||Technische Universitaet Berlin (Germany)|
|Source:||DAI-C 81/4(E), Dissertation Abstracts International|
|Keywords:||Project oriented organization , Key people , Motivation|
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