2009

Submissions from 2009

• The Role of Boundary Spanning in Public-Private IT Megaprojects, Roman Beck, Oliver Marschollek, and Robert Gregory
• Panel: Exploring Approaches to IT Project Management Pedagogy, Robert Brookshire, Monica Adya, Katia Passerini, Karen P. Patten, Carol E. Pollard, and Russell W. Robbins
• The Impact of User Influence and User Responsibility on IT Project Management Performance, Charlie Chen, H. G. Chen, James Jiang, and Alanah Mitchell
• Strategic Planning and Project Selection for IT Portfolio Management, I. Robert Chiang and Manuel A. Nunez
• Portfolio Practices in IT Departments: A Perspective Based on IS Strategic Role. Research in progress, Albert Cubeles and Francesc Miralles
• Using Realist Social Theory to Explain Project Outcomes, Michael J. Cuellar
• Influence of project risk factors and self-efficacy on the perception of risk in troubled IT projects, Arpan Jani
• IT Project Management & Managerial Risk: Effects of Overconfidence, Sarah S. Khan and Antonis Stylianou
• Running to Stand Still: How Organizations Get Users to Willingly Participate in Maintenance Upgrades, Huoy Min Khoo and Cecil Eng Huang Chua
• A Comparison of Compensatory and Non-Compensatory Decision Making Strategies in IT Project Portfolio Management, Lorraine Lee and Rita Anderson
• An Organizational Memory Approach to the Knowledge Dissemination of Post-Project Reviews: Combining Knowledge Management and Organizational Learning, Yuan Lin and Hazel Taylor
• What are the Most Important Classes of Information Systems for eSourcing Service Providers? Experiences from Three Case Studies in the Chinese eSourcing Market, Yikun Lu and Timo Käkölä
• Behavioral Competencies and Learning Methods for IT Project Management: An Exploratory Study, Hazel Taylor and Jill Palzkill Woelfer
• The Importance of Project Manager’s Soft Competence on IT Project Success: An Exploratory Study in the Banking Context, Kelvin S.C. Wan, Louis C.K. Ma, and Probir Banerjee
• Sacrificing the Holy Cows: A Firm-Level Study of Using Willingness-to-Cannibalize to Drive Innovative Software Project Management, Paul Christian Ward