...Matti Haverila; Kai Christian Haverila; Caitlin McLaughlin Purpose This paper aims to examine project management segments based on customer satisfaction drivers and loyalty rather than traditional demographic or behavioural variables. Design/methodology/approach Data were gathered over 18...

...Silke Bambauer-Sachse; Thomas Helbling Purpose Agile methods have considerably transformed project management. The purpose of this study is to analyze the impact of agile (as compared to plan-driven) methods on customer satisfaction in the context of knowledge-intensive business services...

...). The effectiveness of project management is assessed via the Iron Triangle which includes completion on time, within the specified budget and at the specified quality (Mir and Pinnington, 2014). Two indicators of project performance are time and cost. Although Pinto and Prescott (1990) stated that adherence...

..., customization, and uncertainty (Eriksson, 2008a). Then, the benefits of integration may exceed the relationship handling costs (Gadde and Snehota, 2000 ; Hunt et al., 2006). © Emerald Group Publishing Limited 2013 Buyer-supplier relationships Purchasing Partnering Project management...

... reflexivity that in turn leads to product success and speed‐to‐market. Below are our detailed arguments about these relationships. Group dynamics Team working Project management New products Product development Turkey An executive summary for managers and executive readers can be found...

...). Thus, for example, history of a supplier‐buyer relationship (transactional episodes) is an important passive moderating factor in risk perception. The project management is impeded by the typically discontinuous relationship in which the interrupted periods (inactive phases of the relationship) can...