The need to learn from one project to the next is clearly of vital importance, but is often neglected. Furthermore, there are fundamental issues within projects that inhibit such learning, such as the temporary nature of project organizations and the fundamental complexity of projects. This paper surveys the diverse literature that can help explain these factors and help projects to learn, and describes a large survey of project managers to look at what actual practice is and how successful it is perceived, as well as some empirical work. From this, a number of general conclusions are drawn as to how to create project organizations that are learning organizations.

How Do Organizations Learn Lessons From Projects—And Do They?

Purpose – This paper aims to highlight the nature of strategic learning in Bollywood, India's Hindi Film Industry. Film making is an art that requires continuous learning as a prerequisite to creativity and innovation. Improved competitive performance goes beyond operational organisational learning into strategic learning. This research investigates the extent to which strategic learning, as opposed to operational learning, is taking place within film making organisations operating in the Bollywood setting.Design/methodology/approach – The research was conducted through two descriptive case studies of production houses in Bollywood using semi‐structured observations and interviews with producers and directors in the case study sites. Data are analysed using techniques of interpretive “illuminative evaluation”.Findings – The research suggests that the current frame of film making at Bollywood is stuck in a learning trap, in that organisational learning tends to be adaptive not generative and leads only to ...

The “learning trap”: a Bollywood frame for strategic learning

Gittikce artan rekabet kosullari sirketleri surekli yenilenmeye, degisim yaratmaya, stratejik hedeflerini cok hassas belirlemeye ve bu hedeflere ulasmasini saglayacak uygun altyapiyi kurmaya zorlamaktadir. Her turlu kosul olusturulduktan sonra ise sirketlerin bunlari surekli takip etmesi, durumunu izlemesi ve ihtiyac halinde hemen mudahalelerde bulunmasi gereklidir. Bu noktada performans yonetim sistemlerine ihtiyac duyulur. Performans yonetim sisteminde yapilar arasindaki iliskiler dogru tanimlanmali, hedefler ve gerceklesen durumlar surekli analiz edilmelidir. Bu calismada, gelistirilen musteri memnuniyetinin olculmesi ve yonetilmesi modeli kapsaminda ozel bir bankada iki uygulama gerceklestirilmis, ic ve dis musterilerin memnuniyet seviyeleri arastirilmis, cok degiskenli istatistiksel analiz yontemleri ile memnuniyete etki eden faktorler arasi iliskiler incelenmistir, ic ve dis musterilerin kurumdan genel memnuniyet seviyesinin olculmesi icin cerceve sunulmus, ilgili faktorlerin kurum performansi artisi uzerinde etkili oldugu sonucuna varilmistir.

/pdf/kurum-performansinin-degerlendirilmesinde-ic-ve-dis-musteri-4bxfo35niz.pdf

Kurum performansının değerlendirilmesinde iç ve dış müşteri memnuniyetinin ölçülmesi ve yönetilmesi

.................................................................................................................................................... I DECLARATION ............................................................................................................................................. II ACKNOWLEDGEMENTS ............................................................................................................................... III LIST OF EQUATIONS ................................................................................................................................... VII LIST OF FIGURES ........................................................................................................................................ VII LIST OF TABLES ......................................................................................................................................... VIII CHAPTER 1: INTRODUCTION TO RESEARCH PROBLEM ................................................................................. 1 1.1. OVERVIEW .......................................................................................................................................... 1 1.2. RESEARCH TOPIC .................................................................................................................................. 1 1.3. RESEARCH PROBLEM ............................................................................................................................. 1 1.4. RESEARCH SCOPE .................................................................................................................................. 2 1.5. RESEARCH MOTIVATION ........................................................................................................................ 2 CHAPTER 2: LITERATURE REVIEW ................................................................................................................ 5 2.1. OVERVIEW .......................................................................................................................................... 5 2.2. THE CAPITAL BUDGETING PROCESS .......................................................................................................... 5 2.2.1. Identification ............................................................................................................................... 5 2.2.1.1. Strategic Planning .................................................................................................................. 5 2.2.1.2. Risk Management .................................................................................................................. 5 2.2.1.3. Formal Idea Proposal and Submission Process ....................................................................... 6 2.2.2. Development of Capital Investments .......................................................................................... 6 2.2.3. Selection of Capital Investments ................................................................................................. 6 2.2.3.1. Non-discounted Cash Flow Methods ...................................................................................... 7 2.2.3.2. Discounted Cash Flow (DCF) Methods .................................................................................... 8 2.2.3.3. Real Option Valuation (ROV) and Fuzzy Logic ...................................................................... 10 2.2.3.4. Monte-Carlo® Simulation ..................................................................................................... 12 2.2.3.5. Project Portfolio Management (PPM) .................................................................................. 12 2.2.4. Control....................................................................................................................................... 13 2.3. CAPITAL BUDGETING APPLICATION/PRACTICE .......................................................................................... 13 2.3.1. Capital Budgeting and Financial Performance .......................................................................... 13 2.3.2. Capital Budgeting and Capital Intensiveness ............................................................................ 15 v 2.4. CORPORATE FINANCIAL PERFORMANCE ................................................................................................... 15 2.5. CAPITAL BUDGETING IN THE PUBLIC AND PRIVATE SECTOR .......................................................................... 17 CHAPTER 3: RESEARCH OBJECTIVES ........................................................................................................... 19 3.1. OVERVIEW ........................................................................................................................................ 19 3.2. RESEARCH PROPOSITION ...................................................................................................................... 19 3.3. RESEARCH QUESTIONS ......................................................................................................................... 20 CHAPTER 4: RESEARCH METHODOLOGY .................................................................................................... 21 4.1. OVERVIEW ........................................................................................................................................ 21 4.2. RESEARCH METHODOLOGY ................................................................................................................... 21 4.3. RESEARCH POPULATION ....................................................................................................................... 21 4.4. UNIT OF ANALYSIS .............................................................................................................................. 22 4.5. RESEARCH SAMPLE.............................................................................................................................. 22 4.6. DATA COLLECTION .............................................................................................................................. 23 4.7. DATA ANALYSIS .................................................................................................................................. 24 4.8. RESEARCH LIMITATIONS ....................................................................................................................... 25 CHAPTER 5: RESULTS ................................................................................................................................. 26 5.1. OVERVIEW ........................................................................................................................................ 26 5.2. PRIMARY DATA .................................................................................................................................. 26 5.3. SECONDARY DATA .............................................................................................................................. 31 5.4. CALCULATED CAPITAL EXPENDITURE DATA .............................................................................................. 32 5.5. FINANCIAL PERFORMANCE RESULTS ....................................................................................................... 34 5.6. LEVEL OF SOPHISTICATION OF CAPITAL BUDGETING PRACTICES .................................................................... 38 5.7. CORRELATION BETWEEN FINANCIAL PERFORMANCE AND SOPHISTICATION OF CAPITAL BUDGETING PRACTICES ..... 41 5.8. CAPITAL BUDGETING IN PUBLIC AND PRIVATE SECTOR ............................................................................... 46 5.9. CAPITAL BUDGETING PRACTICE DIFFERENCES BETWEEN MORE AND LESS CAPITAL INTENSIVE COMPANIES ........... 48 5.10. WHAT SPECIFIC CAPITAL BUDGETING PRACTICES IMPROVE FINANCIAL PERFORMANCE ..................................... 50 5.11. CORRELATION BETWEEN THE TYPE OF CAPITAL EXPENDITURE AND CAPITAL BUDGETING SOPHISTICATION ............ 52 CHAPTER 6: DISCUSSION OF RESULTS ........................................................................................................ 55 6.1. OVERVIEW ........................................................................................................................................ 55 6.2. LEVEL OF SOPHISTICATION OF CAPITAL BUDGETING PRACTICES .................................................................... 55 6.3. CORRELATION BETWEEN FINANCIAL PERFORMANCE AND SOPHISTICATION OF CAPITAL BUDGETING PRACTICES ..... 56 6.4. CAPITAL BUDGETING IN PUBLIC AND PRIVATE SECTOR ............................................................................... 59 6.5. CAPITAL BUDGETING PRACTICE DIFFERENCES BETWEEN MORE AND LESS CAPITAL INTENSIVE COMPANIES ........... 59 vi 6.6. WHAT SPECIFIC CAPITAL BUDGETING PRACTICES IMPROVE FINANCIAL PERFORMANCE ..................................... 60 6.7. CORRELATION BETWEEN THE TYPE OF CAPITAL EXPENDITURE AND CAPITAL BUDGETING SOPHISTICATION ............ 60 CHAPTER 7: CONCLUSION .......................................................................................................................... 62 7.1. OVERVIEW ........................................................................................................................................ 62 7.2. SUMMARY OF FINDINGS ....................................................................................................................... 62 7.3. RESEARCH LIMITATIONS ....................................................................................................................... 63 7.4. SUGGESTIONS FOR FUTURE RESEARCH .................................................................................................... 63 7.5. RESEARCH IMPLICATIONS ................................................................................................................

/pdf/financial-performance-implications-of-capital-budgeting-2nvbv7wz0x.pdf

Financial performance implications of capital budgeting practices in the manufacturing sector

According to Revans, for an organization to be successful in today’s rapidly changing environment, its capacity to learn must exceed the rate of change imposed on it Through an examination of the processes by which individuals in organizations learn, develops a learning process model to facilitate continuous improvement and innovation in business processes Draws on relevant theories which provide an understanding of how and why people learn, barriers which prevent learning, and the role managers need to play in the learning process Provides a vision of what may be achieved by the systematic implementation of the learning process model Deming’s system of profound knowledge provides a focus for learning activity The model has been developed in a way which will be of practical use to managers working in organizations

Improving the quality of project appraisal and management: an exercise in organizational learning

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Improving the quality of project appraisal and management: an exercise in organizational learning