Template-Type: ReDIF-Article 1.0 Author-Name: Mahmoud Ershadi Author-X-Name-First: Mahmoud Author-X-Name-Last: Ershadi Author-Name: Marcus Jefferies Author-X-Name-First: Marcus Author-X-Name-Last: Jefferies Author-Name: Peter Davis Author-X-Name-First: Peter Author-X-Name-Last: Davis Author-Name: Mohammad Mojtahedi Author-X-Name-First: Mohammad Author-X-Name-Last: Mojtahedi Title: A framework for conceptualising the organisational communications of a project management office Abstract: The project management office (PMO) plays a key role in linking the strategic and operational levels of a project-based enterprise. Fulfilling this mission requires effective collaboration with stakeholders since PMOs can no longer operate in organisational silos. This research aims to tackle the knowledge gap regarding the conceptualisation of the content of PMO communications in project-based organisations. A critical literature review and qualitative synthesis were conducted to draw conclusions concerning the existing theoretical discussions on the topic. The results are presented in the form of a framework explaining 11 categories of stakeholders and respective potential communications with them in four directions: horizontal, vertical upward, vertical downward and external. This study extends the literature by introducing a new theoretical framework of PMO communications and providing an insight into the main constituents required for maintaining effective relationships with stakeholders in practice. Journal: Int. J. of Project Organisation and Management Pages: 60-84 Issue: 1 Volume: 13 Year: 2021 Keywords: project management office; PMO; organisational communication; stakeholders management; project-based organisations; PBOs. File-URL: http://www.inderscience.com/link.php?id=114721 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:13:y:2021:i:1:p:60-84 Template-Type: ReDIF-Article 1.0 Author-Name: Sina Shokoohyar Author-X-Name-First: Sina Author-X-Name-Last: Shokoohyar Author-Name: Jahangir Amiri Author-X-Name-First: Jahangir Author-X-Name-Last: Amiri Title: Developing a multi-mode doubly resource constrained project scheduling problem using meta-heuristic approaches Abstract: In real-life projects, a multi-mode resource-constrained project scheduling problem (MRCPSP) is one of the most crucial problems. Multi-mode resource requirements significantly increase the difficulty and increase the solution spaces. The purpose of this paper is to maximise the project profit by considering the real situation of a project in which the constraint of the predecessor relationships between the activities and doubly-resources in the multi-mode state is implemented. In this study, a problem with 16 activities is solved which includes two renewables, two non-renewable resources, a doubly-resource, and three performance modes for each activity. To evaluate the designed algorithms problem samples of different sizes are considered. Both doubly-constraint and the profit of activities are defined in this study. Since the type of the model is complicated, mega-heuristic approaches including the genetic algorithm (GA) and simulated-annealing (SA) are proposed as the research methods and their results are compared. Journal: Int. J. of Project Organisation and Management Pages: 31-59 Issue: 1 Volume: 13 Year: 2021 Keywords: resource-constrained project scheduling problem; multi-mode state; genetic algorithm; simulated-annealing algorithm; doubly-resources. File-URL: http://www.inderscience.com/link.php?id=114724 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:13:y:2021:i:1:p:31-59 Template-Type: ReDIF-Article 1.0 Author-Name: Sanderson César Macêdo Barbalho Author-X-Name-First: Sanderson César Macêdo Author-X-Name-Last: Barbalho Title: The differential practices of project management offices for supporting new product development in high-tech companies Abstract: The article, through presenting a company's project management office (PMO), argues about practices a PMO must establish for supporting new product development (NPD) in high-technology companies. A holistic case-study was performed where data gathered comes from interviews, direct and participant observation, and document analysis. The practices identified differ from the current literature about the PMO functions. The whole set of functions performed by the described PMO responds to specific processes an NPD project asks for. It begins monitoring, analysing, and systematising product requirements to develop project schedules. During project execution, it supports configuration management through engineering change management. When prototyping, it carries on provisions of the necessary materials and subcontracted processes for assembling and testing. These PMO functions are compared to the current PMO literature. It is suggested that the functions undertaken by the PMO can enhance the theoretical options for structuring PMOs in NPD-based companies avoiding mimicry dysfunctions. Journal: Int. J. of Project Organisation and Management Pages: 170-196 Issue: 2 Volume: 13 Year: 2021 Keywords: new product development; NPD; project management; project management offices; PMOs; configurations management; engineering change management; manufacturing management; design-build-test cycle; project duration; project performance; cycle-time; lead-time; prototyping. File-URL: http://www.inderscience.com/link.php?id=116260 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:13:y:2021:i:2:p:170-196 Template-Type: ReDIF-Article 1.0 Author-Name: Luong Hai Nguyen Author-X-Name-First: Luong Hai Author-X-Name-Last: Nguyen Title: The influence of team commitment on client satisfaction in construction project organisations Abstract: Team commitment (TC) is a significant influencing factor on the success of a construction project. Mainly, the previous works have been for more generic organisational settings, whereas none has focused on the construction project organisations (CPOs) context. Using Bayesian model averaging (BMA) technique and 195 completed construction project's data, this study reveals that contractor's commitment to project quality, client's commitment to payment, and supervisor's commitment to work contribute to improving client satisfaction with project quality. Similarly, contractor's commitment to project budget, client's commitment to payment, and supervisor's commitment to work can predict the client's satisfaction with the project budget. Additionally, contractor's commitment to project schedule and supervisor's commitment to work have a significant effect on client satisfaction with the project schedule. Additionally, contractor's commitment and supervisor's commitment are relatively significant influencing factors on all aspects of client satisfaction. The findings of this study contribute to theoretical and practical project management in order to improve construction project performance. Journal: Int. J. of Project Organisation and Management Pages: 85-110 Issue: 1 Volume: 13 Year: 2021 Keywords: team commitment; client satisfaction; project management; project success; construction project organisations; CPOs. File-URL: http://www.inderscience.com/link.php?id=114725 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:13:y:2021:i:1:p:85-110 Template-Type: ReDIF-Article 1.0 Author-Name: Fernando Luís Almeida Author-X-Name-First: Fernando Luís Author-X-Name-Last: Almeida Title: Management of non-technological projects by embracing agile methodologies Abstract: This study aims to address an emerging area of application of agile methodologies outside the traditional technological environment, particularly outside the context of software engineering. In this sense, it intends to understand and contextualise the problems and challenges that are posed by traditional methodologies and explore how agile methodologies can complement or substitute to traditional methodologies in non-technological environments. For this purpose, a qualitative study was performed through three case studies operating in different sectors of activity like digital marketing, management consulting, and tourism. The findings indicate that both traditional and agile methodologies can coexist, and it is common to find hybrid methodologies that are adopted and customised according to the needs of each project and client. Furthermore, it was possible to conclude that following agile practices that make sense to the cultural values of the organisation is more important than adopting a specific agile methodology. Journal: Int. J. of Project Organisation and Management Pages: 135-149 Issue: 2 Volume: 13 Year: 2021 Keywords: agile; non-technological environments; scrum; Kanban; agility; project management. File-URL: http://www.inderscience.com/link.php?id=116261 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:13:y:2021:i:2:p:135-149 Template-Type: ReDIF-Article 1.0 Author-Name: Mozhgan Pakdaman Author-X-Name-First: Mozhgan Author-X-Name-Last: Pakdaman Author-Name: Alireza Abbasi Author-X-Name-First: Alireza Author-X-Name-Last: Abbasi Author-Name: Shankar Sankaran Author-X-Name-First: Shankar Author-X-Name-Last: Sankaran Title: Translating organisational strategies to projects using balanced scorecard and AHP: a case study Abstract: Organisations need to link portfolio of projects to business strategy to optimise organisational benefits, and make sure their business will survive in competitive environments. This research aims to define the benefit of using mix approaches to integrate organisational strategies with their portfolio of projects for project-based companies. This paper illustrates how the use of mix approaches of project portfolio management (PPM), balanced scorecard (BSC), and analytic hierarchy process (AHP) can increase organisational performance and effectiveness in a real life case company. An effective PPM conceptual model is proposed to illustrate the overall roadmap from organisational strategy to projects. Further, a portfolio strategy map is developed to visualise the cause and effect connection between portfolios and other strategic objectives using BSC approach. Finally, this study defines a portfolio selection criteria procedure using AHP to evaluate and select the right projects. Four workshops of project experts were convened, and several case study projects were considered to facilitate the success of the portfolios thereby adding value to the company. Journal: Int. J. of Project Organisation and Management Pages: 111-134 Issue: 2 Volume: 13 Year: 2021 Keywords: project portfolio management; PPM; strategic management; portfolio strategy map; balanced scorecard; BSC; analytic hierarchy process; AHP; organisational project management. File-URL: http://www.inderscience.com/link.php?id=116262 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:13:y:2021:i:2:p:111-134 Template-Type: ReDIF-Article 1.0 Author-Name: Willem Louw Author-X-Name-First: Willem Author-X-Name-Last: Louw Author-Name: Herman Steyn Author-X-Name-First: Herman Author-X-Name-Last: Steyn Author-Name: Jan A. Wium Author-X-Name-First: Jan A. Author-X-Name-Last: Wium Author-Name: Wim Gevers Author-X-Name-First: Wim Author-X-Name-Last: Gevers Title: Executive sponsor attributes and megaproject success Abstract: Megaprojects are failing at a rate that affects national economies as well as millions of people. The role of the executive project sponsor is merely one of the decisive factors in the success of these projects, but it is still much neglected in project management literature. This paper investigates attributes required by executive sponsors of megaprojects. The paper reports on the perceptions of 26 executives who played key roles in six recently completed megaprojects. The findings include essential attributes that an executive sponsor should have in order to improve the probability of a megaproject's success. The single most significant attribute is seniority and power. Journal: Int. J. of Project Organisation and Management Pages: 1-30 Issue: 1 Volume: 13 Year: 2021 Keywords: megaproject; executive sponsor; sponsor attributes; megaproject success. File-URL: http://www.inderscience.com/link.php?id=114727 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:13:y:2021:i:1:p:1-30 Template-Type: ReDIF-Article 1.0 Author-Name: Medsalem Nandjebo Author-X-Name-First: Medsalem Author-X-Name-Last: Nandjebo Author-Name: Joseph Olorunfemi Akande Author-X-Name-First: Joseph Olorunfemi Author-X-Name-Last: Akande Author-Name: Samuel Oladipo Olutuase Author-X-Name-First: Samuel Oladipo Author-X-Name-Last: Olutuase Title: Modelling the effect of project cost management on project management performance: an application of SEM to Namibian MRCs Abstract: Government projects, particularly in developing economies, have continued to suffer setbacks leading to abysmal effectiveness and waste of resources. This study used a project management model to demonstrate how a project's time and quality performance can be improved by focusing on critical cost management elements. By developing and testing a structural equation model, the study analysed data collected in a survey involving 81 project management officers in selected Namibian Ministries and Regional Councils (MRCs). Results show that the cost analyses of previous projects and financial management implementations are critical components of project cost management that could significantly improve the time and quality performance of public sector projects in Namibia. Thus, the discipline to inculcate cost analysis and management skills and practices in public project management culture is essential for improving time and quality performance. Journal: Int. J. of Project Organisation and Management Pages: 150-169 Issue: 2 Volume: 13 Year: 2021 Keywords: cost management; time performance; quality performance; public sector projects. File-URL: http://www.inderscience.com/link.php?id=116263 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:13:y:2021:i:2:p:150-169 Template-Type: ReDIF-Article 1.0 Author-Name: Haavard Haaskjold Author-X-Name-First: Haavard Author-X-Name-Last: Haaskjold Author-Name: Bjørn Andersen Author-X-Name-First: Bjørn Author-X-Name-Last: Andersen Author-Name: Jan Alexander Langlo Author-X-Name-First: Jan Alexander Author-X-Name-Last: Langlo Author-Name: Wenche Aarseth Author-X-Name-First: Wenche Author-X-Name-Last: Aarseth Title: Follow the collaboration compass Abstract: Many different mechanisms are available to project managers who wish to improve collaboration in the relationship between client and contractor in a project. However, it is not necessarily clear which mechanisms that are most suited to use for a specific project. The purpose of this paper is to investigate how experienced project managers from three different industries (oil and gas, construction, ICT) apply such collaboration mechanisms successfully in their projects. Based on the findings from 39 interviews with experienced projects managers, we apply Shenhar's framework for project classification and introduce a collaboration compass that project managers can follow to identify which collaboration mechanisms that may be most suited for their specific project depending on the project's level of novelty, complexity, technology and pace. Journal: Int. J. of Project Organisation and Management Pages: 245-272 Issue: 3 Volume: 13 Year: 2021 Keywords: collaboration mechanisms; project management; practice; project classification. File-URL: http://www.inderscience.com/link.php?id=117940 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:13:y:2021:i:3:p:245-272 Template-Type: ReDIF-Article 1.0 Author-Name: Rajeshree Moodley Author-X-Name-First: Rajeshree Author-X-Name-Last: Moodley Author-Name: Herman Steyn Author-X-Name-First: Herman Author-X-Name-Last: Steyn Author-Name: Taryn Jane Bond-Barnard Author-X-Name-First: Taryn Jane Author-X-Name-Last: Bond-Barnard Title: Factors influencing the success of cross-border projects in Africa: a case study of ten projects Abstract: Africa's economic growth depends on direct foreign investment, primarily through global projects. However, literature on success factors for global/cross-border projects in Africa is non-existent. This paper reports on a study of ten projects, with a combined value of US$680 million, executed by a South African company in six other African countries. Best practices and success factors for cross-border projects were investigated, using a modified nominal group technique, a Delphi survey and thematic analysis. The top five success factors identified for African cross-border projects are: 1) front-end loading (FEL); 2) top management support; 3) planning, execution and control (including risk management); 4) leadership and establishing trust; 5) stakeholder satisfaction. A model of the success factors and best practices framework for African cross-border projects is proposed. The paper contributes to the development of project execution strategies to improve African cross-border project performance. Journal: Int. J. of Project Organisation and Management Pages: 273-300 Issue: 3 Volume: 13 Year: 2021 Keywords: cross-border projects; Africa; project success factors; fast-moving consumer goods; FMCG. File-URL: http://www.inderscience.com/link.php?id=117942 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:13:y:2021:i:3:p:273-300 Template-Type: ReDIF-Article 1.0 Author-Name: Ruchita Gupta Author-X-Name-First: Ruchita Author-X-Name-Last: Gupta Author-Name: Biswadeepak Das Author-X-Name-First: Biswadeepak Author-X-Name-Last: Das Author-Name: Karuna Jain Author-X-Name-First: Karuna Author-X-Name-Last: Jain Title: Risk management of oil refinery construction project: an Indian case study Abstract: To meet domestic and international requirements, new oil refinery construction projects have been initiated in India. However, major projects are months behind the schedule. The purpose of this paper is to identify and rank risks and understand interrelationships among them in Indian oil refinery construction projects. A case study research design is adopted. Oil and gas organisation experts involved in refinery projects were interviewed to identify risks and to make their assessments on the probability and impact of risk occurrence. Using interpretive structural modelling, interrelationships among the highly ranked risks are revealed along with their driving and dependence power. The research contributes by identifying three risks having high driving, low dependence power and nine risks with high dependence, high driving power requiring maximum attention for project completion. These insights are important during initiation and planning phase of refinery construction projects to take appropriate measures for risk mitigation. Journal: Int. J. of Project Organisation and Management Pages: 218-244 Issue: 3 Volume: 13 Year: 2021 Keywords: oil and gas; refinery; construction project; risk management; India; interpretive structural modelling; ISM. File-URL: http://www.inderscience.com/link.php?id=117944 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:13:y:2021:i:3:p:218-244 Template-Type: ReDIF-Article 1.0 Author-Name: Charlotte Bråthen Author-X-Name-First: Charlotte Author-X-Name-Last: Bråthen Author-Name: Margrethe Ommundsen Author-X-Name-First: Margrethe Author-X-Name-Last: Ommundsen Author-Name: Andreas Wald Author-X-Name-First: Andreas Author-X-Name-Last: Wald Author-Name: Maria Magdalena Aguilar Velasco Author-X-Name-First: Maria Magdalena Aguilar Author-X-Name-Last: Velasco Title: Determinants of employee well-being in project work Abstract: Projects are supposed to foster innovation and flexibility and to create better conditions for learning. Accordingly, project work usually has a positive connotation for both, firms and the individual worker. However, project work can also involve stress, poor work-life balance, and burnout and thus be detrimental to employees' well-being. Well-being not only has an instrumental function for stimulating employee's motivation and work performance, but it is a fundamental human goal itself. This paper contributes to research on work-related well-being in projects by investigating the antecedents of well-being. We develop a research model based on the job-demand-support-control model which we test using a sample of Scandinavian project workers. We identify project control and co-worker support as factors enhancing the well-being of project workers and project demand as a negative factor of influence. Our findings can help organisations in creating project-work environments that support the well-being of project workers. Journal: Int. J. of Project Organisation and Management Pages: 197-217 Issue: 3 Volume: 13 Year: 2021 Keywords: job-demand-support-control model; project complexity; project demand; project work; project worker; well-being. File-URL: http://www.inderscience.com/link.php?id=117949 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:13:y:2021:i:3:p:197-217 Template-Type: ReDIF-Article 1.0 Author-Name: Massimo Bertolini Author-X-Name-First: Massimo Author-X-Name-Last: Bertolini Author-Name: Mattia Neroni Author-X-Name-First: Mattia Author-X-Name-Last: Neroni Author-Name: Francesco Zammori Author-X-Name-First: Francesco Author-X-Name-Last: Zammori Title: A flexible operating tool to provide an efficient project's staffing and resource allocation Abstract: Resource allocation is paramount for the success of complex projects; many allocation and staffing models have been proposed in the literature, but none of them has found its way into practice yet. Hence, we propose a tool to provide an efficient project's staffing and resource allocation, with the goal to create cohesive teams, and an almost perfect matching among time/quality requirements and resources' skills. To achieve this objective, the tool makes use of a specific heuristic that reproduces the reasoning of the project manager, using logical rules based on sorting and prioritising criteria, both for tasks and resources. To validate the tool, we applied it to a comprehensive set of past projects, completed by a consultant company over the past five years. Solutions provided by our tool were assessed by a team of experienced project managers, and they were found superior to the ones originally implemented by the company. Journal: Int. J. of Project Organisation and Management Pages: 329-360 Issue: 4 Volume: 13 Year: 2021 Keywords: constructive heuristic; multi-skilled workforce; project management tool; resource allocation; resource levelling. File-URL: http://www.inderscience.com/link.php?id=119507 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:13:y:2021:i:4:p:329-360 Template-Type: ReDIF-Article 1.0 Author-Name: Ilija Stojanović Author-X-Name-First: Ilija Author-X-Name-Last: Stojanović Author-Name: Adis Puška Author-X-Name-First: Adis Author-X-Name-Last: Puška Author-Name: Nasiha Osmanović Author-X-Name-First: Nasiha Author-X-Name-Last: Osmanović Title: The relevance of project management software's features in the United Arab Emirates Abstract: Project management is unthinkable nowadays without the use of appropriate software. We compared different features of <i>Asana</i>, <i>Basecamp</i>, <i>Microsoft Project</i>, <i>Smartsheet</i> and <i>Oracle Primavera</i> software to investigate which of these solutions has the best characteristics in the opinion of the project managers in the UAE. In this study, a multicriteria analysis was used to evaluate selected software solutions. Entropy and multi-attributive border approximation area comparison (MABAC) methods were used. The entropy method was used to determine the weights of the criteria, while the MABAC method was used to determine the software ranking. Data for the purposes of this study were collected from the five top-ranked project management software by the g2.com user community. The results obtained showed that Asana software was rated the best, while Oracle Primavera was rated the worst from selected software solutions. These results were confirmed by the performed sensitivity analysis. Journal: Int. J. of Project Organisation and Management Pages: 361-378 Issue: 4 Volume: 13 Year: 2021 Keywords: project management software; software features comparison; Asana; Basecamp; Microsoft Project; Smartsheet; Oracle Primavera; UAE. File-URL: http://www.inderscience.com/link.php?id=119508 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:13:y:2021:i:4:p:361-378 Template-Type: ReDIF-Article 1.0 Author-Name: Alolote Amadi Author-X-Name-First: Alolote Author-X-Name-Last: Amadi Author-Name: Dominic D. Ahiaga-Dagbui Author-X-Name-First: Dominic D. Author-X-Name-Last: Ahiaga-Dagbui Title: Transportation infrastructure cost underestimation: investigating the front-end debate Abstract: The underestimation of the final cost of transportation infrastructure projects has attracted significant scholarly attention and media coverage. While strategic misrepresentation and optimism may have gained recent notoriety for explaining the underestimation problem, traditional schools of thought insist the root sources lie principally within the domains of technical issues and poor conceptual project shaping at the front-end. Given this ongoing dialectical debate, this study investigates the front-end estimating practices of three highway agencies in Nigeria to establish the validity of these dichotomous theories. The findings show that although political motives strongly underlie the project appraisal practices of the highway agencies, there was not much evidence to support strategic misrepresentation/optimism bias. Rather, the study reveals that apart from the deployment of simplistic methods of conceptual costing, there is a discernible lack of control gateways at the front-end of project shaping and decision planning stages, which has fostered dysfunctional project practices. Journal: Int. J. of Project Organisation and Management Pages: 301-328 Issue: 4 Volume: 13 Year: 2021 Keywords: cost overrun; cost underestimation; developing countries; front-end processes; highway agencies; project appraisal; public projects; technical explanations; theoretical explanations; transportation infrastructure. File-URL: http://www.inderscience.com/link.php?id=119514 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:13:y:2021:i:4:p:301-328 Template-Type: ReDIF-Article 1.0 Author-Name: Ojo Emmanuel Opeyemi Author-X-Name-First: Ojo Emmanuel Author-X-Name-Last: Opeyemi Author-Name: Michael Neubert Author-X-Name-First: Michael Author-X-Name-Last: Neubert Title: Project managers' capacity-planning practices for infrastructure projects in Qatar: a multiple-case study Abstract: Infrastructure project delays and cost overrun are often caused by ineffective use of organisational skills, processes, and resources. Cost overrun and schedule delay in Qatari have had damaging effects on the national economy. The purpose of this study was to explore the perceptions of project managers regarding how they utilise capacity-planning practices to manage government-funded projects in Qatar. This study was framed by three conceptual models developed by Gill to outline capacity management needs within a construction company: the time horizon model, individual-organisation-industry levels model, and capacity development across components model. Data were collected from semistructured interviews with eight participants. Fifteen themes emerged through thematic analysis of textual data and cross-case synthesis analysis, across five conceptual categories: resources to meet performance capacity, knowledgeable and skilful staff, short- and long-term planning strategy, cost overrun issue, and time management. Findings may promote timely completion of projects, and improve the economy of Qatar. Journal: Int. J. of Project Organisation and Management Pages: 379-408 Issue: 4 Volume: 13 Year: 2021 Keywords: capacity planning; project management; project management theory; infrastructure project delay; schedule delay; cost overrun; GCC; Middle East; Qatar; capacity-planning concept and models. File-URL: http://www.inderscience.com/link.php?id=119517 File-Format: text/html File-Restriction: Access to full text is restricted to subscribers. Handle: RePEc:ids:ijpoma:v:13:y:2021:i:4:p:379-408