Understanding the nature of Project Management capacity in Sri Lankan non-governmental organisations (NGOs): A Resource Based Perspective

Authors: Nanthagopan, Y., Williams, N. and Page, S.

http://eprints.bournemouth.ac.uk/24715/

Journal: International Journal of Project Management

ISSN: 1873-4634

Abstract Project Management (PM) capacity can be defined as PM resources and capabilities that are supporting for effective project operations. Using the Resource Based Perspective, the paper aims to explore the nature of PM capacity in NGOs and develops a framework for PM capacity in NGOs. A case study approach and qualitative methods have been applied for this study.

For this study, the literature on PM resources and Organizational capacity was reviewed and a theoretical framework was created. This theoretical framework was then explored using four case studies conducted at Local and International NGOs in Sri Lanka. The study identified three levels of PM Capacity: Team PM Capacity, Organizational PM Capacity and Collaborative Social PM Capacity, a Capacity that has not yet been identified in the literature which supports adaptation to the complex, uncertain environments in which some NGOs operate

This data was imported from Scopus:

Authors: Nanthagopan, Y., Williams, N.L. and Page, S.

http://eprints.bournemouth.ac.uk/24715/

Journal: International Journal of Project Management

Volume: 34

Issue: 8

Pages: 1608-1624

ISSN: 0263-7863

DOI: 10.1016/j.ijproman.2016.09.003

© 2016 Elsevier Ltd and Association for Project Management and the International Project Management Association Project Management (PM) capacity can be defined as PM resources and capabilities that are supporting for effective project operations. Using the Resource Based Perspective, the paper aims to explore the nature of PM capacity in NGOs and develops a framework for PM capacity in NGOs. A case study approach and qualitative methods have been applied for this study. For this study, the literature on PM resources and Organisational capacity was reviewed and a theoretical framework was created. This theoretical framework was then explored using four case studies conducted at Local and International NGOs in Sri Lanka. The study identified three levels of PM Capacity: Team PM Capacity, Organisational PM Capacity and Collaborative Social PM Capacity, a Capacity that has not yet been identified in the literature which supports adaptation to the complex, uncertain environments in which some NGOs operate.

This data was imported from Web of Science (Lite):

Authors: Nanthagopan, Y., Williams, N.L. and Page, S.

http://eprints.bournemouth.ac.uk/24715/

Journal: INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT

Volume: 34

Issue: 8

Pages: 1608-1624

eISSN: 1873-4634

ISSN: 0263-7863

DOI: 10.1016/j.ijproman.2016.09.003

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