Eine Plattform für die Wissenschaft: Bauingenieurwesen, Architektur und Urbanistik
Eine Plattform für die Wissenschaft: Bauingenieurwesen, Architektur und Urbanistik
Intellectual Capital: A New Predictive Indicator for Project Management Improvement
Effective project management has contributed to successful operations and process management. The goal of this article is to look at the link between a project’s success (PS) and the amount of intellectual capital (IC) an organization has. Instead of being reactive to measuring the cost, timeliness, and quality (customer requirements), a more predictive indicator of a project’s success is needed. Nearly 300 people who work in the field of digital (information and communication) technology took part in the survey research. The survey contains 88 questions. Several statistical techniques are utilized for the data analysis. Based on the comprehensive surveys, the findings show the strong possibility for IC to be adapted as a predictor of the success of investment projects, especially for digital upgrade and improvement. IC plays a key role in assuring the effective (and successful) project management. The study highlights the impacts of effective project management on industrial and organizational operations. This highlight is based on the attempt to determine whether IC contributes to a PS. In this study, in addition to the three traditional factors of cost, timeliness, and quality (or requirements), IC should be considered as a prediction for the project management’s success. The survey was addressed to selected companies from the ICT industry (IT projects). The sample selection is based on non-probability sampling. The author’s method of converting the respondents’ answers into binary form was adopted.
Intellectual Capital: A New Predictive Indicator for Project Management Improvement
Effective project management has contributed to successful operations and process management. The goal of this article is to look at the link between a project’s success (PS) and the amount of intellectual capital (IC) an organization has. Instead of being reactive to measuring the cost, timeliness, and quality (customer requirements), a more predictive indicator of a project’s success is needed. Nearly 300 people who work in the field of digital (information and communication) technology took part in the survey research. The survey contains 88 questions. Several statistical techniques are utilized for the data analysis. Based on the comprehensive surveys, the findings show the strong possibility for IC to be adapted as a predictor of the success of investment projects, especially for digital upgrade and improvement. IC plays a key role in assuring the effective (and successful) project management. The study highlights the impacts of effective project management on industrial and organizational operations. This highlight is based on the attempt to determine whether IC contributes to a PS. In this study, in addition to the three traditional factors of cost, timeliness, and quality (or requirements), IC should be considered as a prediction for the project management’s success. The survey was addressed to selected companies from the ICT industry (IT projects). The sample selection is based on non-probability sampling. The author’s method of converting the respondents’ answers into binary form was adopted.
Intellectual Capital: A New Predictive Indicator for Project Management Improvement
Łukasz Kański (Autor:in) / Jan Chadam (Autor:in) / Grzegorz Kłosowski (Autor:in)
2022
Aufsatz (Zeitschrift)
Elektronische Ressource
Unbekannt
Metadata by DOAJ is licensed under CC BY-SA 1.0
Intellectual Capital Management in mittelstandischen Kanzleien
| British Library Online Contents | 2005
A synthetic indicator of intellectual capital: Human and structural. A factor in competitiveness
| Online Contents | 2008
| DOAJ | 2023
Intellectual capital: future competitive advantage for facility management
| Emerald Group Publishing | 2000