One Size Does Not Fit All Projects: Exploring Classical Contingency Domains

By A. Shenhar. Management Sciences, 2001

850 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/77d3b15e764929f32fa54195c5a50c1030321f34

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In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

Do Important Inventions Benefit from Knowledge Originating in Other Technological Domains (2012, background): “Normatively, studies that code projects by their technical uncertainty show the need for quite different management strategies (Shenhar, 2001).”
System-of-Systems Engineering Management: A Review of Modern History and a Path Forward (2008, background): “Therefore, no single approach can solve these emerging problems, and thus no one strategy is best for all projects [63].”
Assessing and moving on from the dominant project management discourse in the light of project overruns (2005, methodology): “• Shenhar [105] in an empirical study used Shenhar and Dvir’s typology above (dividing by technological uncertainty and scope).”
Project management and its effects on project success: Cross-country and cross-industry comparisons (2015, background): “The findings confirm the descriptions in the literature highlighting the impact of complexity (Cleland and Ireland, 2006; Cooke-Davies, 2002; Shenhar, 2001; Shenhar and Dvir, 1996; Shenhar et al., 2002; White and Fortune, 2002) and industry sectors on project performance (Patterson et al., 1999;…”
Impact of Relationship Value on Project Portfolio Success - Investigating the Moderating Effects of Portfolio Characteristics and External Turbulence (2013, background): “…et al., 2012; Martinsuo and Lehtonen, 2007; Meskendahl, 2010; Voss, 2012) that consider project performance during execution, future preparedness (Shenhar, 2001), alignment of the portfolio to the business strategy, portfolio balance according to the company's resources and capabilities (Cooper…”
R&D sourcing strategies: Determinants and consequences (2009, background): “The main feature of marginal product innovation is to improve limited features and functionality of an existing technology that are well known and established (e.g. OEM; Laranja and Fontes, 1998; Shenhar, 2001).”
Can Agile Project Management be Adopted by Industries Other than Software Development? (2014, background): “1 Organizational structure type Vázquez-Bustelo, Avella, & Fernández (2007); Chen, Damanpour, & Reilly (2010); Liu & Yetton (2007); Chow & Cao (2008); Shenhar (2001)”
All You Need Is Trust? An Examination of Inter‐organizational Supply Chain Projects (2015, background): “For example, communication among stakeholders (Pinto and Slevin 1987), as well as frequency of communication—especially in projects with high level of uncertainty (Shenhar 2001)—were found to be”
Leadership competency profiles of successful project managers (2010, background): “Several project classification systems exist, such as those by Shenhar (2001) or Turner and Cochrane (1993).”
Projects and Project Managers: The Relationship between Project Managers' Personality, Project Types, and Project Success (2006, methodology): “Based on the basic UCP model, Shenhar and Dvir have conducted several studies to test its validity in the real world (Shenhar, 1998; Shenhar, 2001; Shenhar & Dvir, 1996).”
Innovation processes: Which process for which project? (2015, background): “For instance, Shenhar (2001) argued that there is no single approach for project management that fits all cases.”
Complexity of Information Systems Development Projects: Conceptualization and Measurement Development (2005, background): “In a recent study, Shenhar [65] shows “one size does not fit all” and calls for a more contingent approach to the study of project management.”
The Front End of Innovation in an Era of Industry Convergence: Evidence from Nutraceuticals and Functional Foods (2006, neutral): “, 2001) but again, little has been researched to distinguish contingencies from different project types (Shenar, 2001).”