Purpose The conceptual and modularization of project management maturity models is based on the principle of process control. This research was designed to challenge these boundaries to reveal non-process factors. The paper aims to discuss these issues. Design/methodology/approach A multimethod research design was used with a “qual⇒Qual” sequence. This is a development in MM design theory, with its reliance on an initial qualitative stage that, despite being first, is insufficient to collecting sufficient data to answer the research question. A second stage, involving a more dominant qualitative, is necessary.
LINK
We aim to understand the interaction between shifting organizational field logics and field actors’ responses to reconcile logic plurality and maintain legitimacy through business model innovation. Drawing on a multimethod, longitudinal field study in the fashion industry, we traced how de novo and incumbent firms integrate circular logics in business models (for sustainability) and uncover how productive tensions in field logics lead to experimental spaces for business model innovation. Our findings showed a shift in the discourse on circular logic that diverted attention and resources from materials innovation (e.g. recycling) to business model innovation (e.g. circular business models). By juxtaposing the degree of field logic tension and the degree of business model innovation, we derive four types of business model hybridization responses that actors engaged in to maintain legitimacy – constrained, limited, integrated, and expanded. Our study generates new insights on business models for sustainability as vehicles for organizational field change.
While many researchers have investigated soft skills for different roles related to business, engineering, healthcare and others, the soft skills needed by the chief information security officer (CISO) in a leadership position are not studied in-depth. This paper describes a first study aimed at filling this gap. In this multimethod research, both the business leaders perspective as well as an analysis of CISO job ads is studied. The methodology used to capture the business leaders perspective is via a Delphi study and the jobs adds are studied using a quantitative content analysis. With an increasing threat to information security for companies, the CISO role is moving from a technical role to an executive role. This executive function is responsible for information security across all layers of an organisation. To ensure compliance with the security policy among different groups within the company, such as employees, the board, and the IT department, the CISO must be able to adopt different postures. Soft skills are thus required to be able to assume this leadership role in the organisation. We found that when business leaders were asked about the most important soft skills the top three consisted out of 'communication', ‘leadership’ and 'interpersonal' skills while 'courtesy' was last on the list for a CISO leadership role.
MULTIFILE
