Browsing by Author "Turner, Neil"
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Item Open Access Advancing temporal organizing: the case for a practising school in project-based organizing(Academy of Management, 2022-07-06) Antonacopoulou, Elena P.; Turner, Neil; Altabbaa, Omar; Michaelides, Roula; Schuster, AndrewNavigating complexity remains one of the key pragmatic challenges that call for temporal organizing as a response. Whilst project-based organizing is established as an approach integral to deploying temporal organizing we still know little about the lived experiences of project managers as they enact it. It, therefore, merits academic study and attention to analyze further how project-based organizing is practised and why it is practiced in unique ways that offer insights into the practical judgements that underpin project managers’ action choices. We present findings from a study investigating the lived experience of 43 project managers from key sectors in countries around the globe. We use the empirical findings of this qualitative study to show how project managers embody and not only enact the dynamics of temporary organizing in the ways they navigate project complexities and form their judgements on an ongoing basis. This process of practising is marked by leaps of faith that can mark new measures of project success beyond the traditional parameters of project completion on time and budget. This paper makes a compelling case for a new school of thought in advancing temporal organizing that we will call the ‘Practising School’, which informs our understanding of the dynamics of project-based organizing and offers insights into how practitioners navigate the ongoing project complexities inherent in project-based organizing. We pave the way for advancing a practice-based perspective for studying projectification and extend current conceptualizations of temporal organizing.Item Open Access Assessing adoption factors for additive manufacturing: insights from case studies(MDPI, 2022-06-10) Handfield, Robert B.; Aitken, James; Turner, Neil; Boehme, Tillmann; Bozarth, CecilBackground: Research on Additive Manufacturing [AM] provides few guidelines for successful adoption of the technology in different market environments. This paper seeks to address this gap by developing a framework that suggests market attributes for which the technology will successfully meet a need. We rely on classical technology adoption theory to evaluate the challenges and opportunities proffered by AM. Methods: We apply a framework of technology adoption and assess these parameters using seven case studies of businesses that have successfully adopted AM technology. Results: We find that successful business adoption is highly associated with the relative advantage of AM to rapidly deliver customized products targeted to niche market opportunities. Conclusions: Our findings provide a decision framework for AM equipment manufacturers to employ when evaluating AM technology across various market environments. All five adoption characteristics were found to be important however, the primary decision criterion is based on the relative advantage of AM over other, traditional, technologies. From a practitioner perspective, our research highlights the importance of AM in attaining a competitive advantage through responsive, customized production which can address the needs of niche markets.Item Open Access Conducting a practice-based study in a novel context: Methodological challenges(British Academy of Management, 2017-09-07) Bond, Angela; Pilbeam, Colin; Turner, NeilThe methodological issue addressed in this paper is how to conduct a practice-based study in a novel context. We present and build on Korica, Nicolini and Johnson's (2015) proposal to explore managerial work from a practice perspective, and to understand the implications of temporary organisation for management practice (Bakker et al., 2016). We present an argument for using Schatzki’s (2002) site ontology and summarise the key features that are relevant to, and being applied in, a current empirical study. Using the study as an illustration we discuss the methodological implications of a practice-based study and conclude with recommendations for research.Item Open Access A framework for understanding managerial responses to supply chain complexity(Emerald, 2018-06-04) Turner, Neil; Aitken, James; Bozarth, CecilPurpose The purpose of this paper is to examine the nature of supply chain complexity and extend this with literature developed within the project domain. The authors use the lens of ambidexterity (the ability both to exploit and explore) to analyse responses to complexity, since this enables the authors to understand the application of known solutions in conjunction with innovative ones to resolve difficulties. This research also seeks to investigate how managers respond to supply chain complexities that can either be operationally deleterious or strategically beneficial. Design/methodology/approach The authors develop a descriptive framework based on the project management (PM) literature to understand response options to complexity, and then use interviews with supply chain managers in six organisations to examine the utility of this framework in practice. The authors ask the research question “How do managers in supply chains respond to complexities”? Findings The case study data show first that managers faced with structural, socio-political, or emergent supply chain complexities use a wide range of responses. Second, over a third of the instances of complexity coded were actually accommodated, rather than reduced, by the study firms, suggesting that adapting to supply chain complexity in certain instances may be strategically appropriate. Third, the lens of ambidexterity allows a more explicit assessment of whether existing PM solutions can be considered or if novel methods are required to address supply chain complexities. Practical implications The descriptive framework can aid managers in conceptualising and addressing supply chain complexity. Through exploiting current knowledge, managers can lessen the impact of complexity while exploring other innovative approaches to solve new problems and challenges that evolve from complexity growth driven by business strategy. Originality/value This study addresses a gap in the literature through the development of a framework which provides a structure on ways to address supply chain complexity. The authors evaluate an existing project complexity concept and demonstrate that it is both applicable and valuable in non-project, ongoing operations. The authors then extend it using the lens of ambidexterity, and develop a framework that can support practitioners in analysing and addressing both strategically necessary supply complexities, together with unwanted, negative complexities within the organisation and across the supply chain. KeywordsItem Open Access Governance in a crisis and the decision to replace the project manager(Sage, 2024-04-12) Pinto, Jeffrey K.; Davis, Kate; Turner, NeilThis article explores the concept of governance behaviors during project crises, which demand rapid responses. Grounded in the Cynefin model for decision-making and inspired by Iftikhar et al., (2021), we sought to explore in greater detail the challenge of a particular and common response to crisis: project manager replacement. We address governance as essentially a two-level function: sensemaking under crisis conditions and offering guidance within the critical early stages of project manager replacement, when the need for governance is crucial. Finally, this article offers some guidance for the employment of governance within different Cynefin complexity domains for maximizing effective replacement steps.Item Open Access How COVID-19 impacted the tacit knowledge and social interaction of global NPD project teams(Taylor & Francis, 2022-02-18) Cecchi, Michele Angelo; Grant, Stuart; Seiler, Matthias; Turner, Neil; Adams, Richard; Goffin, KeithMultinational, technology-intensive companies routinely use globally distributed R&D teams, but COVID-19 represented an additional challenge. Lockdowns and home-office working severely limit human interaction and can impact the communication, social interaction, and knowledge sharing critical to successful R&D. Our study investigated how COVID-19 affected R&D processes at three global companies, using a project complexity perspective. Although R&D managers responsible for global projects are accustomed to the challenges of managing communications, the fact that teams were forced into home-office working made new product development more difficult in several ways. Ensuring that technical details are understood by all members of dispersed teams is crucial. Of particular note, and central to our findings, is the emphasis that R&D managers placed on maintaining a high level of social interaction in their teams, and special efforts were needed to keep interactions at a sufficient level to foster the generation and transfer of tacit knowledge. The findings have strong implications for the way that R&D project management is likely to be conducted in a post-COVID-19 world, and we demonstrate how the complexity framework we used can benefit managers in navigating this and other challenges.Item Open Access How to enable ambidexterity in safety-critical software development(Taylor & Francis, 2024-02-28) Turner, Neil; Baxter, DavidIn a competitive environment, continually improving new products and services requires new knowledge and novel solutions. Managing projects also requires the careful control of resources for effective delivery. Ambidexterity, the simultaneous achievement of novelty through exploration and efficiency through exploitation, is challenging to achieve in practice. The ways in which companies can achieve ambidexterity are context dependent. It is especially hard to promote new and uncertain concepts in situations where lives are at stake. This article reports on a case study of a safety-critical IT development project that successfully achieved ambidexterity. Leadership behaviors that support ambidexterity in this setting are critical. We highlight four leadership behaviors key to developing an environment where creative solutions can flourish.Item Open Access How to outsource agile projects effectively(Taylor and Francis, 2022-01-06) Aoufi, Abdelkader; Schoeman, Magnus; Turner, NeilOverview: Faced with a rapidly changing business environment, organizations are increasingly turning to Agile project management to deliver innovation programs. Deployment of Agile poses specific challenges, often because the required skills, measures, and management behaviors differ greatly than those of traditional project management. When faced with a need to outsource Agile project delivery to a third party, organizations often apply contractual approaches developed for traditional “waterfall” projects, which prove unsuitable. This study investigated the perspective of client-side advisors in Agile projects when delivery is outsourced to a third party. Client-side sourcing advisors are an important component of the Agile delivery ecosystem because clients often rely on advisors’ experience when scoping out and procuring digital transformation projects.Item Embargo Inter-organisational governance in megaprojects: a systematic review and an agenda for future research(British Academy of Management, 2023-09-06) Pathak, Raj; Turner, Neil; Alinaghian, LeilaThe review analysed 4,536 titles. 781 papers were selected for the title and abstract review after applying exclusion criteria and 81 papers were identified for the full review. Gioia method was applied to extract the first-order and second-order concepts and aggregate dimensions. The thematic analysis illustrates that megaprojects are delivered through multi-party settings and the governance is regarded as dynamic, processual and anchored in multiple levels. Megaproject governance mechanisms include informal and informal approaches. Committed leadership, collaboration, stakeholder management and culture are key components to enable the governance mechanisms. The main challenges in the implementation of a complex infrastructure project are not technical but are rather those related to how to govern the work in a complex inter-organisational setting that brings together a diverse set of actors who differ in their values, culture and goals.Item Open Access Managing disruptions in complex projects: the antifragility hierarchy(European Academy of Management (EURAM), 2024-06-28) Usher, Greg; Cantarelli, Chantal C.; Davis, Kate; Pinto, Jeffrey K.; Turner, NeilProjects are prone to a variety of disruptions across their development cycle, requiring that effective organizations develop strategies for proactively recognizing disruption likelihood and swiftly responding to these events. This paper explores a hierarchy of responses to disruption, based on Taleb’s (2012) theory of antifragile system behavior. Following this reasoning, we suggest that when faced with project disruptions, organizations need to investigate the means to trigger a “convex” response that increases value through antifragile thinking. We propose an “antifragile hierarchy” in which four key responses to project disruption are demonstrated, with a range of strategies available for addressing these disruptions. This hierarchy offers a novel conceptualization of responses to project disruption events, suggesting that the options available to organizations facing disruptions range from fragile (the least effective) to antifragile (the most constructive). Finally, we offer a set of strategies for effectively responding to disruptions to promote antifragility in projects.Item Open Access Masterplanning(2012-04-01T00:00:00Z) Turner, Neil; Lee-Kelley, LizItem Open Access PMO managers' self-determined participation in a purposeful virtual community-of-practice(Elsevier, 2016-11-03) Lee-Kelley, Liz; Turner, NeilCommunities-of-practice (CoPs) have received significant attention within a variety of literatures but we remain largely ignorant of the potential of purposefully-created CoPs in global organisations. In this context, the challenge is likely to be convincing ‘masters’ (Wenger, 1998) on the merits of joining the conversation on practice at a distance, thus making the willingness for exchange a key to the quality and longevity of the community. We posed the question “Why would busy, dispersed, knowledgeable professionals want to join and participate in a deliberately-organised CoP?” Our 2-year collaborative action study allowed us to observe the CoP and its membership at close range. We conclude that autonomy, competence and belonging underscore participation, co-production and diffusion of innovative problem-solving and practice beyond the CoP. The study will inform organisations contemplating similar interventions and also serves as a basis for further investigation and theory building on organized CoPs by the research community.Item Open Access Project-to-project learning in global new product development.(Cranfield University, 2023-06) Cecchi, Michele Angelo; Goffin, Keith; Turner, NeilThis thesis deals with project-to-project learning in global new product development (NPD). Based on a Systematic Literature Review on knowledge management and NPD management, it shows that limited empirical research exists to explain the factors that influence project-to-project learning and that limited guidance is provided to NPD practitioners wanting to implement knowledge management initiatives in global NPD. An in-depth case study is presented of three global NPD project teams in a large multinational organization active in the design and manufacture of complex systems for the automotive sector. Three research questions and five research propositions are built to guide empirical research on project-to-project learning. Case study methodology using data from observations, surveys, interviews and reviews of documents are used to uncover the project-to-project learning behaviour of global NDP teams. A three-step approach to data analysis is used to review the case study with the help of knowledge flow mapping, thematic coding and survey data analysis. The research shows that radical, global NPD project teams need high volumes of both internal and external knowledge to be successful and that an intrinsic bias exists at different seniority levels, impacting on knowledge management. The research also shows that both social and structured knowledge management initiatives are effective and are used for project-to-project learning in global NPD. Finally, the implications of research findings for NPD practitioners and researchers are discussed.Item Open Access Rethinking project reliability using the ambidexterity and mindfulness perspectives(Emerald, 2016-10-01) Turner, Neil; Kutsch, Elmar; Leybourne, SPurpose The purpose of this paper is to bring together two seemingly disparate bodies of literature – ambidexterity (the ability both to exploit and explore) and mindfulness – to take a fresh perspective on the management of uncertainty. The authors differentiate between “rule-based” and “mindfulness-based” reliability and explore project risk responses in environments characterised by varying degrees of uncertainty. Design/methodology/approach Five case organisations across a range of industries are used to illustrate how uncertainty may be prepared for and suitable responses activated. This also adds to the understanding of the nature of ambidexterity, which has previously been characterised primarily at the organisational level with relatively few studies looking at managerial actions and “switches” between modes. The data consist of initial survey responses to indicate the level of mindfulness under conditions of normality, followed by interviews studying particular incidents and the nature of the responses. Findings Key practices are identified that support high reliability in complex projects, with four managerial modes (“Traditional”, “Just-in-time”, “Infusion”, and “Entrepreneurial”) that emerged from the data. Practical implications The findings offer managers a practical framework to choose between different modes of reliable performance by considering the uncertainty of the environment and whether the primary driver of the work is efficiency or effectiveness. This allows managers to reflect on their own organisations and practices and identify whether their current approach is suitable. Originality/value This work offers new insight into risk responses in complex environments and shows how the mindfulness and ambidexterity literatures may be used as beneficial lenses to increase understanding. Blending these two schools also offers opportunities for future research.Item Open Access The role of cognitive capital in supply chain resilience: an investigation during the COVID-19 pandemic(Emerald, 2022-06-22) Daghar, Anis; Alinaghian, Leila; Turner, NeilPurpose: Research on the “black box” of cognitive capital remains limited in supply chain resilience (SCRES) literature. Drawing from an in-depth single case study of a major consumer electronics multinational facing the COVID-19 disruption, this paper aims to develop a clearer picture of cognitive capital’s elements while contextualizing how they interact with SCRES temporal capabilities to prepare, respond, recover and learn. Design/methodology/approach: Consisting of 40 in-depth interviews collected during a four-month period, this single case revolves around the buyer’s view across 36 multiregional buyer–supplier dyads, spanning 17 product and service categories. Data were processed during the pandemic, while findings discuss pre- and intra-crisis events based on two scenarios: the impact of disruption on category demand, comparing sudden pandemic-driven product and service demand fluctuations (i.e. increase, decrease); and the geographical proximity of the supplier relative to the buying firm. Findings: The case unveils different elements of cognitive capital (e.g. shared goals, assumptions, values, kinesics language, multilingualism, virtual negotiation, prior disruption experience, shared process capabilities) during a major global disruption, suggesting that different cognitive capital elements influence positively and differently SCRES’ temporal capabilities. Overall, buying firms are urged to build on cognitive capital to improve SCRES preparation, response, recovery and learning. Originality/value: This paper extends the understanding of cognitive capital in buyer–supplier relationships by identifying its elements and offering a theoretical articulation of how they enable episodically the four SCRES temporal capabilities under contingencies of increased and decreased demands, and suppliers’ geographical proximity.Item Open Access The role of collaborative interorganizational relationships in supply chain risks: a systematic review using a social capital perspective(Emerald, 2020-12-07) Daghar, Anis; Alinaghian, Leila; Turner, NeilPurpose The purpose of this paper is systematically review, synthesize and critically evaluate the current research status on the role of collaborative interorganizational relationships (CIRs) in supply chain risks (SCRs) from a social capital perspective and provide an organizing lens for future scholarship in this area. Design/methodology/approach This study adopts a systematic literature review approach to investigate 126 articles from 27 peer-reviewed journals between 1995 and 2020. Findings This paper investigates supply chain CIRs using a social capital perspective to explain the role of structural, relational and cognitive capital that resides in these relationships in various SCRs (i.e. environmental, supply, manufacturing, demand, information, financial and transportation). The review reveals that the three social capital dimensions uniquely and both positively and negatively affect different SCRs. The findings further suggest that the perceived SCRs can influence the structural and relational capital. Practical implications This study calls for practitioners to consider the cognitive alignment with their supply network partners, their relational investments, as well as the interorganizational processes and systems in managing and alleviating SCRs. Originality/value This review offers a theoretical articulation of how various aspects of CIRs affect SCRs. Specifically, this study extends the existing understanding of the role of social capital in SCRs through offering a synthesis of dominant findings and discourses, and avenues for future researchItem Open Access The role of collaborative interorganizational relationships in supply chain risks: a systematic review using a social capital perspective(Emerald, 2020-12-07) Daghar, Anis; Alinaghian, Leila; Turner, NeilPurpose The purpose of this paper is systematically review, synthesize and critically evaluate the current research status on the role of collaborative interorganizational relationships (CIRs) in supply chain risks (SCRs) from a social capital perspective and provide an organizing lens for future scholarship in this area. Design/methodology/approach This study adopts a systematic literature review approach to investigate 126 articles from 27 peer-reviewed journals between 1995 and 2020. Findings This paper investigates supply chain CIRs using a social capital perspective to explain the role of structural, relational and cognitive capital that resides in these relationships in various SCRs (i.e. environmental, supply, manufacturing, demand, information, financial and transportation). The review reveals that the three social capital dimensions uniquely and both positively and negatively affect different SCRs. The findings further suggest that the perceived SCRs can influence the structural and relational capital. Practical implications This study calls for practitioners to consider the cognitive alignment with their supply network partners, their relational investments, as well as the interorganizational processes and systems in managing and alleviating SCRs. Originality/value This review offers a theoretical articulation of how various aspects of CIRs affect SCRs. Specifically, this study extends the existing understanding of the role of social capital in SCRs through offering a synthesis of dominant findings and discourses, and avenues for future researchItem Open Access The role of knowledge resources in managing project complexity(2017-04-28) Swart, Juani; Turner, Neil; Maylor, Harvey; Prieto Pastor, Isabel; Martín Cruz, NataliaIn this paper we consider the nature of project complexity and draw on current literature to make the argument that we do not yet understand fully which resources managers draw on and how they then respond to the range of complexities they face. We consider the role of knowledge resources underpinning complexity responses, and ask the research question "What is the role of knowledge resources in managing project complexity?" We then summarise the empirical work we have undertaken to date in investigating this. Looking at the aerospace industry, we find a range of responses to different forms of complexity, drawing on important human, social and organizational capital.Item Open Access A study of accountability in two organizational learning frameworks: why accountability for learning is critical(Wiley, 2017-03-16) Baxter, David; Colledge, Thomas; Turner, NeilIn this paper we examine the complex relationship between accountability and organizational learning through a case study with the UK Royal Air Force (RAF). Accountability is a complex and contradictory construct that has both positive and negative implications for organizational learning. Within the same organization we observed positive effects of accountability in one organizational learning system, and negative effects of accountability in another. This case study adds to the organizational learning and accountability literatures, showing that accountability to hierarchy, rather than preventing learning, can actually promote effective learning, making it more likely that people will report problems quickly and accurately and take follow-up action. This only applies if the learning objectives align with the broader accountability framework, and if reporting on failures will enhance individual reputation. If not, then people will tend to avoid reporting negative events in order to avoid punishment and reputation damage. Accountability to hierarchy is only negative if it conflicts with the learning objectives.Item Open Access Towards an understanding of ‘dynamic ambidexterity’ in supporting managerial resilience(None, 2018-04-27) Turner, Neil; Kutsch, Elmar; Maylor, Harvey; Swart, JuaniResilience is clearly a desirable attribute, but characterising it is challenging. Individual- and organizational-level resilience are established fields of study, whereas mid-range, managerial-level, evidence of how resilience is achieved is lacking. In this paper we develop the argument that the ability both to exploit and explore (i.e. ambidexterity) may support, and be a valuable way to analyse, resilience. We ask: ‘What ambidextrous actions support managerial resilience?’ We report on a study carried out with senior staff from five major UK-based organizations. From our qualitative data investigating critical incidents and ‘near-misses’ we first unpack the key actions that managers undertake, categorising them in terms of ‘preparing’, ‘noticing’, ‘identifying’ and ‘determining potential responses’. These contain complex, interwoven, exploitative and exploratory characteristics which enable the awareness and containment of potential adversities, yet these vary over time. We posit that these actions are supported by the ‘dynamics’ of contextual ambidexterity which we identify and illustrate. These findings contribute to both the ambidexterity and resilience literatures and lead to practical considerations for managers.