Action research to explore perceptions of risk in project management

International Journal of Productivity and Performance Management

Volumn 53, Issue 1, 2004, Pages 18-32

  Parker, David ^a   Mobey, Alison ^b  

^a UNIVERSITY OF QUEENSLAND   (Australia)

^b BOURNEMOUTH UNIVERSITY   (United Kingdom)

Author keywords

Action research; Project management; Risk assessment; Risk management

Indexed keywords

EID: 84986133684     PISSN: 17410401     EISSN: None     Source Type: Journal    
DOI: 10.1108/17410400410509932     Document Type: Article

References (31)

1. APM (2000), in Dixon, M. (Ed.), Project Management: Body of Knowledge, 4th ed., Association of Project Management, High Wycombe.
2. Bandyopadhyay, K., Myktyn, P. and Myktyn, K. (1999), “A framework for integrated risk management in information technology”, Management Decision, Vol. 37 No. 5, pp. 437-44.
3. Boehm, B. (1989), Software Risk Management, IEEE Computer Society Press, Los Alamos, CA.
4. Cannon, R. (1994), “Why IT applications succeed or fail: the interaction of technical and organisational factors”, Industrial and Commercial Training, Vol. 26 No. 1, pp. 10-15.
5. Carnall, C. (1999), Managing Change in Organisations, 2nd ed., Prentice-Hall, Hemel Hempstead.
6. Chapman, C. (1997), “Project risk analysis and management – the PRAM generic process”, International Journal of Project Management, Vol. 15 No. 2, pp. 273-81.
7. Clark, T. and Stoddard, D. (1996), “Interorganisational business process redesign: merging technological and process innovation”, Journal of Management Information Systems, Vol. 13 No. 2, pp. 9-28.
8. Detz, T., Tracey, M. and Simpson, R. (2000), “Leading organisations through transition”, in Communications and Cultural Change, Sage, London.
9. Dishaw, M. and Strong, D. (1999), “Extending the technology acceptance model with task-technology fit constructs”, Information and Management, Vol. 36 No. 1, pp. 9-21.
10. Ellis, J. and Kiely, J. (2000), “Action inquiry strategies: taking stock and moving forward”, Journal of Applied Management Studies, Vol. 9 No. 1, pp. 83-94.
11. Gilgeous, V. and Gilgeous, M. (1999), “A framework for manufacturing excellence”, Integrated Manufacturing Systems, Vol. 10 No. 1, pp. 33-44.
12. Gottschalk, P. (1999), “Implementation predictors of strategic information systems plans”, Information and Management, Vol. 36 No. 2, pp. 77-91.
13. Hambrick, D.C. and Mason, P.A. (1984), “Upper echelons: the organization as a reflection of its top managers”, Academy of Management Review, Vol. 9 No. 2, pp. 193-206.
14. Hwang, M. and Thorn, R. (1999), “The effect of user engagement on system success: a meta-physical integration of research findings”, Information and Management, Vol. 35 No. 4, pp. 229-36.
15. Jarvenpaa, S. and Ives, B. (1994), “The global network organisation of the future: information management opportunities and challenges”, Journal of Management Information Systems, Vol. 10 No. 4, pp. 25-57.
16. Jiang, J., Muhanna, W. and Klein, G. (2000), “User resistance and strategies for promoting acceptance across system types”, Information and Management, Vol. 37, pp. 25-36.
17. Kähkönen, K. (1997), “Implementation of systematic project risk management in companies – from immediate needs to prospects of the future”, Managing Risks in Projects, pp. 265-74.
18. Lassila, K. and Brancheau, R. (1999), “Adoption and utilization of commercial software packages: exploring utilization equilibria, transitions, triggers and tracks”, Journal of Management Information Systems, Vol. 16 No. 2, pp. 63-90.
19. Lin, W. and Shao, B. (2000), “The relationship between user participation and system success: a simultaneous contingency approach”, Information and Management, Vol. 37 No. 6, pp. 283-95.
20. Mendelow, L. and Howard, G. (1991), “Discretionary use of computers: an empirically derived explanatory model”, Decision Sciences, Vol. 22 No. 2, pp. 241-66.
21. Mosca, R., Schenone, M. and Frigato, B. (2001), “Risk analysis in the evaluation of plant investments: the contribution of a non-deterministic approach”, Project Management Journal, Vol. 32 No. 3, pp. 4-11.
22. Pettigrew, A. and Whipp, R. (1991), Managing Change for Competitive Success, Blackwell, Oxford.
23. Shrivastava, N., Mitroff, I.I., Miller, D. and Miglani, A. (1988), “Understanding industrial crises”, The Journal of Management Studies, Vol. 25 No. 4, pp. 285-304.
24. Smallman, C. (1996), “Risk and organisational behaviour: a research model”, Disaster Prevention and Management, Vol. 5 No. 2, pp. 12-26.
25. Tah, J. and Carr, V. (2000), “Information modelling for a construction project risk management system”, Engineering, Construction and Architectural Management, Vol. 7 No. 2, pp. 107-19.
26. Van Offenbeck, T. and Koopman, L. (1996), “Information systems development: from user participation to contingent interaction among involved parties”, European Journal of Work and Organisational Psychology, Vol. 5 No. 3, pp. 173-91.
27. Weick, K. (1969), The Social Psychology of Organizing, Addison-Wesley, Reading, MA.
28. Weiser, M. and Morrison, J. (1998), “Project memory: information management for project teams”, Journal of Management Information Systems, Vol. 14 No. 4, pp. 149-66.
29. Welch, B. (1992), “Managing to make managers work”, Institute of Directors, monograph 132.
30. White, D. (1995), “Application of systems thinking to risk management: a review of the literature”, Management Decision, Vol. 33 No. 10, pp. 35-45.
31. Whittaker, B. (1999), “What went wrong, unsuccessful information technology projects’’, Information Management Computer Security, Vol. 7 No. 1, pp. 23-9.