Dov Dvir - Academia.edu (original) (raw)

Papers by Dov Dvir

Traditionally, the success of a project is assessed using internal measures such as technical and... more Traditionally, the success of a project is assessed using internal measures such as technical and operational goals, and meeting schedule and budget. More recently, it has been recognized that several other measures should be used to define project success. These measures reflect external effectiveness: the project's impact on its customers, and on the developing organization itself.

PICMET '08 - 2008 Portland International Conference on Management of Engineering & Technology, 2008

Person-organization fit, the match between individuals and the organizations in which they work, ... more Person-organization fit, the match between individuals and the organizations in which they work, has been extended to the fit between entrepreneurspsila personality (ENTP) and the profiles of ventures (VP) they manage, and its relationship to the venturepsilas success. Sixty three Israeli entrepreneurs working in new ventures responded to a specially designed questionnaire that included the following parts: (A) provided general data on the new venture; (B) assessed the venture type along two dimensions: novelty and technological uncertainty; (C) assessed the entrepreneurspsila personality that seemed relevant to these two dimensions and (D) assessed the venturespsila success. Findings revealed that entrepreneurs in high novelty and high technological uncertainty ventures had higher education and were more investigative, entrepreneurial, secure, curious and adventurous and less abiding of rules than those in low novelty and technological uncertainty ventures. These findings were interpreted as suggesting that entrepreneurs are more attracted to ventures that fit their personality. In addition, high novelty high technological uncertainty ventures were found to be significantly more successful (on 7 out of 10 success measures used) when compared to the low novelty and low technological uncertainty ventures.

The International Journal of Organizational Analysis, 2002

... 2, pp. 172-190 ENTREPRENEURS AND MANAGERS: SIMILAR YET DIFFERENT Ayala Malach-Pines Ben Gurio... more ... 2, pp. 172-190 ENTREPRENEURS AND MANAGERS: SIMILAR YET DIFFERENT Ayala Malach-Pines Ben Gurion University, Israel Arik Sadeh Holon Academic Institute of Technology,Israel Dov Dvir Ben Gurion University, Israel Orenya Yofe-Yanai Adam Institute, Israel ...

PICMET '07 - 2007 Portland International Conference on Management of Engineering & Technology, 2007

ABSTRACT Purpose – The purpose of this paper is to demonstrate the importance of a fit between pr... more ABSTRACT Purpose – The purpose of this paper is to demonstrate the importance of a fit between project managers' (PMs) personalities and the “personalities” of their projects, for project success; taking a psychological rather than a project management perspective. Design/methodology/approach – In total, 289 Israeli PMs responded to a specially designed questionnaire that classified projects along three dimensions: Novelty, Complexity and Technological Uncertainty, analyses PM's personality traits that were identified as relevant to these dimensions and assessed the projects' success. It was hypothesized that the greater the PM-P fit, the greater the projects' success. Findings – Results supported the hypothesis: PMs whose personality profile was close to the ideal PM profile for a particular project type were more successful in impact on the customers, benefit to the organization and overall success. Research limitations/implications – A cross-sectional design and a self report measure. Practical implications – The findings can be translated into recommendations for improving the fit between PMs and the projects assigned to them to increase project success. Originality/value – The study extends Person-Organization (P-O) fit theory to the case of projects, viewing projects as temporary organizations. It also introduces to project management the psychological perspective on PM-P fit and demonstrates its relevance.

The Journal of High Technology Management Research, 2010

Person-Organization fit, the match between individuals and the organizations in which they work, ... more Person-Organization fit, the match between individuals and the organizations in which they work, has been extended to the fit between entrepreneurs' personalities (EP) and the profiles of ventures (VP) they manage (EP-VP fit), and its relationship to the venture's success. Eighty eight Israeli entrepreneurs working in new ventures responded to a specially designed questionnaire that included the following parts: (A) provided general data about the new venture; (B) assessed the venture type along two dimensions: Novelty and Technological uncertainty; (C) assessed the entrepreneurs' personality traits and (D) assessed the ventures' success. Findings revealed that entrepreneurs in high Novelty and high Technological uncertainty ventures had higher education, they love challenges, and they are more committed, entrepreneurial, dreamers, creative, risk-takers, intuitive, investigative, and ambitious than those in low Novelty and low Technological uncertainty ventures. Entrepreneurs in low novelty and low technological uncertainty ventures were found to be more likely to exhibit behaviors characterizing Type A personality. In addition, high novelty high technological uncertainty ventures were found to be significantly more successful on measures reflecting potential for building the future when compared to the low novelty and low technological uncertainty ventures, while on measures reflecting short-term success (meeting economic and budget goals) the results are in favor of the low novelty, low technology groups. These findings suggest that entrepreneurs are more attracted to ventures that fit their personality and the way they manage the new ventures is affected by their personality traits.

Research Policy, 2004

Based on a sample of 448 projects, the interactions between three planning variables, the Quality... more Based on a sample of 448 projects, the interactions between three planning variables, the Quality of Planning, Goal changes, Plan changes and Project Success are analyzed. The most important result of the study is that the amount of changes during a project's implementation stands out as the only variable that distinguishes between successful and failed projects independent of their level of innovativeness. The study also reveals the interaction structure between the planning variables themselves and the resultant impact on project success, as well as several contextual variables, which affect the quality of planning and stimulate goal and plan changes.

Journal of Entrepreneurship, 2004

International Journal of Project Management, 2005

This paper examines the relationship between planning and preparing the project for transfer to i... more This paper examines the relationship between planning and preparing the project for transfer to its final users and project success. Four planning and preparation aspects are considered (development of operational &amp; maintenance requirements, customer participation in the development process, developer’s preparations for turning over the project to its final users, and final user preparations for introduction into operational use), along

IEEE Transactions on Engineering Management, 2000

Q1 5 Index Terms-. 6 I. INTRODUCTION 7 I T IS widely agreed that the choice of management structu... more Q1 5 Index Terms-. 6 I. INTRODUCTION 7 I T IS widely agreed that the choice of management structures 8 used to implement innovative, temporary, cross-functional 9 and complex project endeavors has important implications 10 for project success [2], [11], [67], [69], [74]. The discussion 11 of alternative project management structures dates back to 12 Galbraith's [17] conceptual introduction of the matrix organi-13 zation and its differentiation from functional and product orga-14 nizations. The focus of this discussion was to compare the ad-15 vantages and disadvantages of alternative matrix organization 16 structures. Some authors favored matrix project organization 17 structures for their flexibility, their economical use of resources, 18 and the clear differentiation between project authority and func-19 tional authority [18]. Others criticized matrix project organiza-20 tion structures due to their complexity [12] and lack of unity of 21

2013 Proceedings of Picmet 13 Technology Management in the It Driven Services, 2013

ABSTRACT Customer involvement in large scale, innovative and technologically challenging projects... more ABSTRACT Customer involvement in large scale, innovative and technologically challenging projects is typically intensive, reaching far beyond the classical customer roles of requirements definition and product verification. The involvement may include active participation of customer personnel in project design and in technical and program management decision making, blurring the line between the producer and the customer.

Innovation in Technology Management. The Key to Global Leadership. PICMET '97, 1997

IEEE International Conference on Engineering Management, Gaining the Competitive Advantage, 1990

IEEE Engineering Management Review, 2004

The Open Business Journal, 2012

No organization is sustainable without change, and changes are increasigly introduced through pro... more No organization is sustainable without change, and changes are increasigly introduced through projects. With today's accelerated project-based business environments, corporate success is clearly dependent on the effectiveness of such time-bounded initiatives called projects or programs. As temporary organizations, projects are impacting success both in the short and the long run. This study is thus dedicated to an integrative view of the two distinct levels, corporate and project, from an overall success scorecard standpoint. In particular, we explore the contribution of measuring the human capital and preparing for the future dimensions to overall business success over time. This paper makes the case that an integrated project-based business lifecycle may become a fruitful domain for further investigation, and would go beyond the traditional focus on products and processes only, on one hand and on entire business success, on the other hand.

[Proceedings] 1992 International Engineering Management Conference, 1992

Proceedings of the Twenty-Eighth Hawaii International Conference on System Sciences, vol.3, 1995

Based on an exploratory, on-going field study we suggest in this paper a conceptual, two dimensio... more Based on an exploratory, on-going field study we suggest in this paper a conceptual, two dimensional framework for the classification of projects and systems, and show how this framework can be used to distinguish among management styles and practices for various types of engineering projects. The paper provides empirical evidence of the differences found among various kinds of projects and suggests a contingent systems approach to project management. According to this approach, in order to improve their probability of success, projects must be classified before initiation and properly adapt their management style and managerial tools.

Tectonophysics, 1998

... References. ELSEVIER Tectonophysics 291 (1998) 17 TECTONOPHYSICS A theory of the origin of th... more ... References. ELSEVIER Tectonophysics 291 (1998) 17 TECTONOPHYSICS A theory of the origin of the Earth's internal heat Victor Vacquier* Marine ... acceleration of 0.13 ms century, whereas the measured deceleration due to tidal friction is 1.8 ms century (Munk and Mac ...

Morris/The Wiley Guide to Managing Projects, 2004

M uch of the project management literature and training treats projects as universal ; assuming o... more M uch of the project management literature and training treats projects as universal ; assuming one set of techniques and tools applies to all situations . In reality, however , projects differ in many ways, and "one size does not fit all ." Many writers have suggeste d in recent years that the time has come to develop a standard framework in project management that would help managers, researchers, and teachers distinguish among projects , identify appropriate management styles for different types of projects, and direct the further development of project-specific techniques and tools . This chapter summarizes ten years of research on the differences among projects and project management styles . It suggests thre e frameworks for distinguishing among projects, and in each framework several dimension s for project classification . Each framework can be used by different managerial levels an d for different purposes . And within each framework we provide guidelines for managemen t on how to treat different projects in different ways .

PICMET '09 - 2009 Portland International Conference on Management of Engineering & Technology, 2009

ABSTRACT While entrepreneurship is one of the most studied topics in business research, findings ... more ABSTRACT While entrepreneurship is one of the most studied topics in business research, findings have been mixed regarding the traits of entrepreneurs. Some of the confusion in the literature may be explained by findings such as John Miner's who identified four personality types capable of achieving entrepreneurial success (Miner and Raju, 2004). Indeed, several authors differentiated between different entrepreneurial subgroups. However, almost all writers assumed that entrepreneurs have distinct personality traits. Among the traits mentioned most often were: high need for achievement, need for control, autonomy, independence, self-confidence, initiative, optimism, imagination, persistence, leadership, competitiveness and risk taking. Against all this body of research comes the claim that the entrepreneurial personality is nothing but a myth. The current study is the fourth in a series of studies on Israeli entrepreneurs that explored their personal traits, from a macro cross-cultural and cultural perspective, through a mezzo occupational perspective to a micro individual behavioral perspective. This study, coming from a micro individual perspective, examined the correlates of the set of personal traits portraying Israeli entrepreneurs found in our previous research. It showed a. that entrepreneurial traits such as love of challenge, initiative, optimism, creativity and energy are highly correlated with risk-taking propensity; b. that this set of traits are also correlated with higher level of venture uncertainty in terms of market and technological uncertainty, and c. ventures with higher levels of uncertainty and risk create higher opportunities for future activities such as entering new markets and introducing new product lines, but are less efficient in terms of meeting schedule and budget goals.

SSRN Electronic Journal, 2000