ఎంటర్‌ప్రెన్యూర్‌షిప్ & ఆర్గనైజేషన్ మేనేజ్‌మెంట్

Multi-project management is typically regarded as an intra-organizational process of putting strategies into action through change and development project lines, portfolios, or programs. Between project-based businesses and other participants in project networks, inter-organizational multi-project management takes place. In inter-organizational contexts, multi-project aspects significantly increase management complexity, but their specific requirements are poorly understood. The nature and requirements of inter-organizational multi-project management in project-based businesses are examined in this article. As an extension to the predominant intra-organizational research, parallel and sequential inter-organizational multiproject settings are proposed. Stakeholder and agency theories, prior portfolio and program management research knowledge, and an inductive analysis of existing literature are used to construct a thematic framework.

Associations these days vigorously depend in such groups to achieve their work and objectives. To bind virtual team employees together and instill a suitable culture to meet the demands of the shifting environments, these novel teams require effective leadership. As a result, the purpose of this research was to investigate the connection between virtual team employees, organizational culture, and change management under transformational leadership. In addition, partial least squares structural equation modeling was used to investigate the mediating role of organizational culture in the relationship between transformational leadership and change management among virtual team employees. The study conducted a survey of IT workers in order to accomplish the goals. Purposive and easy, the non-probability sampling method was used.

The drivers, motivations, and performance effects of adopting quality management standards have generally been the focus of the literature on the subject. Decertification, on the other hand, has increased significantly over the past ten years as more and more businesses have chosen to voluntarily abandon quality-management standards without recertifying. While the drivers of the choice to at first take on quality-administration norms have been widely contemplated, the drivers of the choice to decertify stand out enough to be noticed. We argue that innovative businesses have a tendency to keep their quality-management certification and, as a result, do not abandon it however, radically innovative businesses are more likely than incrementally innovative businesses to abandon quality management standards and, as a result, quality certification.