Utilization of Project Management Software in Qatari government Organizations

2012 ◽  
pp. 140-153
Author(s):  
Salaheldin Ismail Salaheldin ◽  
Khurram Sharif ◽  
Maysarah Al Alami
Keyword(s):  
Project Management ◽  
Public Sector ◽  
Driving Forces ◽  
Successful Implementation ◽  
Management Software ◽  
The Public ◽  
Whitney Test ◽  
Government Organizations ◽  
Public Sector Organizations ◽  
Managerial Implications

This study aims to explore the critical driving and resisting forces that promote or inhibit the implementation and use of project management (PM) software in Qatari Government Organizations in an attempt to determine whether software-based PM methodologies are being effectively implemented in the public sector organizations or not. Research hypotheses were evaluated using ANOVA and Mann- Whitney test. Findings indicated that forces that promote or inhibit software based PM implementation are significantly affected by the managerial interest and nature of existing (traditional or contemporary) PM practices. More importantly our findings identified some driving forces that promote the implementation of software-based PM methodology (SPMM) in Qatari government organizations and also identified some roadblocks that prohibit such implementations. Finally managerial implications for the successful implementation of SPMM are provided and avenues for further research are suggested.

Utilization of Project Management Software in Qatari Government Organizations

2010 ◽  
Vol 1 (1) ◽  
pp. 1-15 ◽  
Author(s):  
Salaheldin Ismail Salaheldin ◽  
Khurram Sharif ◽  
Maysarah Al Alami
Keyword(s):  
Project Management ◽  
Public Sector ◽  
Driving Forces ◽  
Successful Implementation ◽  
Management Software ◽  
The Public ◽  
Whitney Test ◽  
Government Organizations ◽  
Public Sector Organizations ◽  
Managerial Implications

This study aims to explore the critical driving and resisting forces that promote or inhibit the implementation and use of project management (PM) software in Qatari Government Organizations in an attempt to determine whether software-based PM methodologies are being effectively implemented in the public sector organizations or not. Research hypotheses were evaluated using ANOVA and Mann- Whitney test. Findings indicated that forces that promote or inhibit software based PM implementation are significantly affected by the managerial interest and nature of existing (traditional or contemporary) PM practices. More importantly our findings identified some driving forces that promote the implementation of software-based PM methodology (SPMM) in Qatari government organizations and also identified some roadblocks that prohibit such implementations. Finally managerial implications for the successful implementation of SPMM are provided and avenues for further research are suggested.

scholarly journals Prosocial Motivation of Private Sector IT Professionals Joining Government

2019 ◽  
pp. 0734371X1988605
Author(s):  
Ines Mergel ◽  
Nicola Bellé ◽  
Greta Nasi
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Work Motivation ◽  
Self Determination Theory ◽  
It Professionals ◽  
The Public ◽  
Government Organizations ◽  
Prosocial Motivation ◽  
Public Sector Organizations ◽  
Comprehensive Framework

Attracting highly skilled IT talent has become a priority and an immense burden for government organizations—especially when they have other—higher paying—employment opportunities. We set out to explore why IT professionals choose a government job to make an impact on society. We aim at disentangling the effects of different types of motives, such as extrinsic, intrinsic, and other-oriented motivational forces on the decision to accept a challenging government IT job. We use self-determination theory (SDT) to analyze publicly available statements of former private sector IT professionals reporting their reason for joining 18F. Our study is one of the first attempts to use SDT as a comprehensive framework for conducting qualitative research into work motivation in the public sector. We shed light on the conceptual and empirical distinctiveness of motives, behaviors, and perceptions of prosocial impact, which are often lumped together in the public service motivation (PSM) literature. We contribute novel empirical evidence to a nascent stream of research that uses SDT to disentangle the intrinsic, prosocial, and purely extrinsic motives that drive individuals’ decisions to join public-sector organizations.

Corporate portfolio management in the public sector

2018 ◽  
Vol 37 (4) ◽  
pp. 333-340
Author(s):  
Saša Baškarada ◽  
Brian Hanlon
Keyword(s):  
Public Sector ◽  
Empirical Research ◽  
Portfolio Management ◽  
Content Type ◽  
The Public ◽  
Government Organizations ◽  
Business Units ◽  
Key Points ◽  
Public Sector Organizations ◽  
The Impact

PurposeAlthough corporate portfolio management (CPM) has been a popular tool for strategic management of multi-business portfolios in the private sector since the late 1960s, it has received limited attention in the public sector. Accordingly, empirical research on the use of CMP in government organizations is virtually non-existent. The purpose of this paper is to partially fill that gap in the literature by highlighting and discussing some of the key points that public sector organizations may need to consider when adopting CPM.Design/methodology/approachRather than deductively proposing and testing narrowly specified hypotheses, this study aims to answer a broad research question, namely: What are the key points that public sector organizations may need to consider when adopting CMP? Hence, the study adopts the qualitative interpretive research paradigm. The findings are based on empirical research conducted in a large Australian publicly funded research organization. Potential application of CPM was iteratively and incrementally explored with a reference group comprising 15 middle management representatives and several members of the senior leadership group over the course of one year.FindingsAssessment criteria traditionally used in CPM (e.g. growth potential and market share) are generally not applicable in public sector organizations. This paper suggests that government organizations should instead consider past performance and future potential of individual business units, which may be operationalized via capability (a function of human capital and associated resources/infrastructure) and delivery (a function of the demand for, and the impact of, relevant business units). The paper also highlights the importance of organization-wide consultation, evidence-based decision making, and contestability.Originality/valueFrom a practical perspective, the paper may assist public sector organizations with adapting and applying CPM. From a theoretical perspective, the paper highlights an important and relatively neglected research problem, and suggests several avenues for future research.

The Governance of Partnerships in Local Government

2011 ◽  
pp. 83-101 ◽  
Author(s):  
Walter Castelnovo
Keyword(s):  
Public Sector ◽  
Local Government ◽  
Integrated System ◽  
Public Private Partnerships ◽  
Public Value ◽  
The Public ◽  
Government Organizations ◽  
Public Sector Organizations ◽  
Manage Innovation

Partnering is often claimed to represent a solution small local government organizations (SLGOs) can resort to in order to manage innovation. However, especially when private partners are involved, resources and specialized competencies need to be allocated on the management of the partnership in order to guarantee that it will deliver a public value. SLGOs often lack such resources and this can make it difficult for them to benefit from Public-Private Partnerships. In the chapter a solution to this problem will be suggested based on the concept of Integrated System of Local Government, that represents a form of strategic and long term partnership for the sharing of resources and specialized competences among SLGOs. More specifically, it will be argued that if the partnership with the private partners is established directly by the integrated system, on behalf of its members, this can guarantee a better governance of the partnership even when the public sector organizations involved are SLGOs.

Knowledge management processes and performance

2019 ◽  
Vol 33 (1) ◽  
pp. 1-21 ◽  
Author(s):  
Sreejith Balasubramanian ◽  
Sultan Al-Ahbabi ◽  
Sony Sreejith
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Operational Performance ◽  
Federal State ◽  
Content Type ◽  
The Public ◽  
Government Organizations ◽  
Public Sector Organizations ◽  
Innovation Quality ◽  
The Impact

Purpose The purpose of this paper is to investigate the impact of ownership of public sector organizations on the implementation of knowledge management (KM) processes and subsequent performance. Design/methodology/approach Using 268 responses obtained from a structured country-wide survey, the study assesses the hypothesized differences in the implementation of KM processes (knowledge creation, knowledge capture and storage, knowledge sharing and knowledge application and use), the overall performance benefits of implementation (innovation, quality and operational performance), and their relationships, among the federal, state and semi-government organizations in the United Arab Emirates. Findings The results show that federal government organizations implement all four KM processes to the greatest extent, followed by state and semi-government organizations. In general, all KM processes had a significant positive impact on the innovation, quality and operational performance of the public sector, but the strength of this impact was found to differ across different public sector organizations. The overall improvement in all three performance aspects was found to be highest for federal, followed by state and semi-government organizations. Practical implications The findings of this study are useful for practitioners and policymakers, especially those overseeing national KM programs to devise strategies, policies and support mechanisms to ensure that public sector organizations, regardless of their ownership, can implement efficient and effective KM processes and achieve their desired performance goals. Originality/value The study is arguably the first comprehensive attempt to understand the impact of firm ownership on KM in the public sector.

Leveraging business intelligence systems to enhance management control and business process performance in the public sector

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohamed Z. Elbashir ◽  
Steve G. Sutton ◽  
Vicky Arnold ◽  
Philip A. Collier
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Performance Measurement ◽  
Knowledge Creation ◽  
New Technologies ◽  
Top Management ◽  
Process Performance ◽  
Content Type ◽  
The Public ◽  
Public Sector Organizations

Purpose Recent research and policy reports indicate public sector organizations struggle to leverage information technology-based performance measurement systems and fail to effectively evaluate performance beyond financial metrics. This study aims to focus on organizational factors that influence the assimilation of business intelligence (BI) systems into integrated management control systems and the corollary impact on improving business process performance within public sector organizations. Design/methodology/approach The complete Australian client list was acquired from a leading BI vendor; and the authors surveyed all public sector organizations, receiving 226 individual responses representing 160 public sector organizations in Australia. Using latent construct measurement, structural equation modeling (SEM)-partial least squares is used to test the theoretical model. Findings When top management promotes knowledge creation among the organization’s operational level employees and support their activities with strong BI infrastructure, the same knowledge and infrastructure capabilities that are critical to assimilation in private sector hold in the public sector. However, public sector organizations generally have difficulty retaining staff with expertise in new technologies and attracting new innovative staff that can leverage smart systems to effect major change in performance measurement. When top management effectively manages knowledge importation from external entities to counteract deficiencies, public sector organizations effectively assimilate BI knowledge into performance measurement yielding strong process performance. Research limitations/implications When top management promotes knowledge creation among the organization’s operational level employees and support their activities with strong BI infrastructure, the same knowledge and infrastructure capabilities critical to assimilation in the private sector hold in the public sector. However, public sector organizations generally have difficulty retaining staff with expertise in new technologies and attracting new innovative staff that can leverage smart systems to effect major change in performance measurement. The research extends the theory behind organizational absorptive capacity by highlighting how knowledge importation can be used as an external source facilitating internal knowledge creation. This collaborative knowledge creation leads to affective assimilation of BI technologies and associated performance gains. Practical implications The results provide guidance to public sector organizations that struggle to measure and validate service outcomes under New Public Management regulations and mandates. Originality/value The results reveal that consistent with the philosophies behind New Public Management strategies, private sector measures for increasing organizational absorptive capacity can be applied in the public sector. However, knowledge importation appears to be a major catalyst in the public sector where the resources to retain skilled professionals with an ability to leverage contemporary technologies into service performance are often very limited. Top management team knowledge and skills are critical to effectively leveraging these internal and external knowledge creation mechanisms.

scholarly journals The Influence of Strategic Leadership on Building Employees’ Entrepreneurial Orientation: A Field Study at the Jordanian Public Sector

2017 ◽  
Vol 10 (6) ◽  
pp. 62
Author(s):  
Sahar Mohammad Abu Bakir
Keyword(s):  
Public Sector ◽  
Entrepreneurial Orientation ◽  
Change Agent ◽  
Strategic Leadership ◽  
Successful Implementation ◽  
Continuous Control ◽  
The Public ◽  
Governmental Organizations ◽  
The Impact

The public sector in Jordan is confronting many problems; reports show that citizens are not contented with the number and quality of current services. Consequently; persistent initiatives to uphold the sector performance took place at all levels, relying on the inventive employees and leadership to achieve the intended improvement. So this study seeks to test the impact of strategic leadership (charismatic, visionary, change agent and servant) on building entrepreneurial orientation (proactiveness, innovativeness and risk taking) in Jordanian public sector employees.A random sample was selected of 500 employees working at health, education, agriculture and other service governmental organizations. To obtain the required results multiple regression was calculated using (21) SPSS version.It was found that the charismatic, change agent, servant styles positively influence employees proaciveness, with no influence on the other two entrepreneurship dimensions. While visionary style has no significant influence on all entrepreneurship dimensions. However the public sector reform is achievable, through comprehensive strategies, successful implementation, and effective continuous control. Innovative departments need to be established and financed away from bureaucratic environments.

Social Inclusion and OmbudsOffice Websites in Canada

2014 ◽  
pp. 199-214
Author(s):  
Stewart Hyson
Keyword(s):  
Public Sector ◽  
Digital Technology ◽  
Social Inclusion ◽  
The Internet ◽  
Online Information ◽  
The Public ◽  
Public Sector Organizations ◽  
Independent Mechanism

The Internet and digital technology provide great potential for public sector organizations to broaden their scope of social inclusion and thereby better serve the populace. This is especially the case of the Ombudsman institution that exists to provide the public with an independent mechanism through which members of the public may seek redress of grievances of alleged administrative wrongdoings. However has the potential of what has been a reality in Canada been realized? This chapter takes a user's approach to depict what users find when they go online to lodge complaints with OmbudsOffices, both federally and provincially in Canada. For the most part, Canadian OmbudsOffices have been relatively conservative by placing online information that is also found in printed format.

Cloud Computing Applications in the Public Sector

2019 ◽  
pp. 1241-1272
Author(s):  
Amir Manzoor
Keyword(s):  
Cloud Computing ◽  
Public Sector ◽  
Data Privacy ◽  
State Of The Art ◽  
Specific Recommendation ◽  
Regulatory Issues ◽  
The Public ◽  
Cloud Adoption ◽  
Digital Services ◽  
Public Sector Organizations

Cloud computing brings key advantages to the governments facing conflicting IT challenges. However, the cloud paradigm is still fragmented and concerns over data privacy and regulatory issues presents significant barriers to its adoption. Cloud computing is expected to provide new ways to run IT in public sector. At the same time, it presents significant challenges for governments, and to make the most of cloud, public sector organizations need to make some important decisions. Governments planning to migrate to the cloud are actively moving to harness digital services but with different focus, reasons, and strategy. However, the degree of cloud adoption by the public sector around the globe varies significantly. Most governments are piloting cloud computing but there are huge differences between each country. This chapter explores the state of the art of cloud computing applications in the public sector; various implications and specific recommendation are also provided.

Sign in / Sign up

Export Citation Format

Share Document