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Megaprojects, also referred to in the literature as Large
Engineering Projects or Major Projects, are generally defined as
large-scale investment initiatives worth 1bEURO/$ or more and,
facing similar problems independent of the country where they are
implemented and the industry they belong to. The common feature of
most megaprojects is that they are difficult to design and manage
so that their realization and completion is always extremely
expensive, often over budget and delivery deadlines also are not
met. In the worst-case scenario, they remain unfinished. This book,
through its multidisciplinary approach, offers food for thought and
alternative interpretations for the complex world of megaprojects.
While much research has been conducted and differing approaches
have been developed over the last 20 years, there is still a lot of
debate surrounding the topic, and a holistic approach for
effectively managing these initiatives is still missing. What is
clear to all researchers and experts in the field is that a
traditional-linear management approach is simply not sufficient, as
at many stages of a megaproject, iterative and feedback effect
occurs due to stakeholder involvement and increasing and continuous
interaction between them. The book promotes the debate among all
categories of stakeholders involved in the megaproject's supply
chain, in order to increase the awareness of complex phenomena
relating to the critical issues and common problems they face, all
over the world, and to seek performance improvement across the
whole life cycle of a megaproject, including the selection, design,
construction, operation and de- commissioning. The
multidisciplinary approach cultivated in the book conveys an
innovative way to study megaprojects and their inherent
complexities.
Digitalization is changing the world of work. Technology is
shifting the relationship between workers and machines and how work
is organized; new skills are becoming increasingly relevant in the
workplace where workers no longer work for a single company, in
9-to-5 jobs, five days a week. Industry 4.0, also known as the
Fourth Industrial Revolution, is revolutionizing the way managers
can design, control and improve their activities. While the nature
of the tasks and the interdependences between individuals are
changing, the impact of intelligent technologies is severely
questioning the span of control of leaders and the effectiveness of
their leadership styles. The authors sketch out the main changes
occurring in the business landscape and identify the new
expectations that organizations are formulating for leaders across
several industries. In an age in which new leadership models are
about to emerge, they describe how the relevant changes impact and
shape the managerial arena. This book sets the stage for a new way
of thinking on the nature of the relationship between HR and
technology. It examines the influence of Industry 4.0 and
Innovation 4.0, (i.e. the connection between physical and digital
processes in industrial production, where human competencies and
machine potential are strictly interconnected throughout the entire
value chain), from a myriad of viewpoints: namely in terms of
structures, practices, influences (learning, training and
communication), competencies and roles. A chapter is also dedicated
to the understanding of the impact of Innovation 4.0, in the
context of European Universities through E-learning Experiences
where a multiple-case study analysis is provided.
Digitalization is changing the world of work. Technology is
shifting the relationship between workers and machines and how work
is organized; new skills are becoming increasingly relevant in the
workplace where workers no longer work for a single company, in
9-to-5 jobs, five days a week. Industry 4.0, also known as the
Fourth Industrial Revolution, is revolutionizing the way managers
can design, control and improve their activities. While the nature
of the tasks and the interdependences between individuals are
changing, the impact of intelligent technologies is severely
questioning the span of control of leaders and the effectiveness of
their leadership styles. The authors sketch out the main changes
occurring in the business landscape and identify the new
expectations that organizations are formulating for leaders across
several industries. In an age in which new leadership models are
about to emerge, they describe how the relevant changes impact and
shape the managerial arena. This book sets the stage for a new way
of thinking on the nature of the relationship between HR and
technology. It examines the influence of Industry 4.0 and
Innovation 4.0, (i.e. the connection between physical and digital
processes in industrial production, where human competencies and
machine potential are strictly interconnected throughout the entire
value chain), from a myriad of viewpoints: namely in terms of
structures, practices, influences (learning, training and
communication), competencies and roles. A chapter is also dedicated
to the understanding of the impact of Innovation 4.0, in the
context of European Universities through E-learning Experiences
where a multiple-case study analysis is provided.
The book investigates the various aspects characterizing
Megaprojects from numerous perspectives and by integrating
different disciplines: engineering, economics, business
organization, human resource management, law, etc. It represents
the first output of MeRIT (the Megaproject Research
Interdisciplinary Team), and focuses on the intrinsic and
unavoidable complexity of Megaprojects. The chapters have
intentionally not been standardized, and humanistic topics are not
separated from technical ones: this way of reading and interpreting
Megaprojects through the cross-pollination of various disciplines
reflects the MeRIT approach. Addressing the complexity involved in
Megaprojects requires the use of a hermeneutic circle of sorts:
understanding the project as a whole is achieved by referring to
the specific parts, while each part can only be understood in
relation to the whole. This circular approach appears to be the
only one applicable to Megaprojects: no final destination, no final
synthesis can be achieved. This volume consists of eight chapters
written by researchers in law, economics, sociology, business
organization, engineering, architecture and landscaping. The topics
covered will be relevant to researchers, practitioners involved in
the development of Megaprojects, and policymakers at the EU level.
This book argues for a holistic approach able to cut across
boundaries and disciplines in furthering recent knowledge and
understanding of the impact of the internationally experienced
expatriate team leader on creativity within a multinational
environment. The intended audience is in the first line
professional IHR managers confronted with the crucial question in
how far the employment of expatriates enhances the MNC's creativity
capability. The book can also be considered as a support for the
expatriate team leader in need to best understand how to foster
creativity when working with employees of different cultures.
Moreover, this study is intended to fill black spots in current
research and therefore provide students and researchers of
management with knowledge to support their further work.
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