Abstract
Project management is a critical success factor for any kind of project. When projects involve complex multi-organisational structures, requiring demanding collaborative processes, project management is a complex system in itself. Although this topic has been studied for decades, the ever-changing morphology of projects induced by the increasingly intricate financing schemes, call for a frequent and updated understanding of how the projects initiate, run, and close. Large-scale integrated collaborative projects are a recent example of complex collaborative projects that were not studied yet but can provide important insights for the project and innovation management fields. These projects are carried out typically by a large consortium including research organisations, sectorial technological centres, technology providers and end-user companies, having a significant impact on the technological innovation produced for a specific sector. This chapter reports a multiple case study of four large-scale integrated projects, in Portugal, following an inductive research design. The results showed that collaboration creation and collaboration management are crucial processes for such projects, with challenges intensified by the differences in goals and expectations of researchers and practitioners. The chapter will hopefully contribute to the future development of new models, tools and techniques that will improve the efficiency and effectiveness of this type of projects, by providing a systematisation of the challenges faced and how they were overcome during the cases analysed. © 2021, Springer Nature Switzerland AG.

Abstract
This study identified and characterized the factors influencing managers’ intentions to adopt collaborative robots (cobots) in manufacturing companies. Based on a conceptual framework that integrates three technology adoption theories (Diffusion of Innovation, Technology-organization-environment and Institutional theory) and following an exploratory qualitative research design, this paper identifies 39 factors influencing the intention to adopt cobots in three contexts (internal, external and technology). Twelve of these factors are new as contrasted with previous literature. The findings of this study can assist organizations in their process of adoption of cobots and in the development of managerial practices that consider the role of these factors. © 2020 Elsevier B.V.

Abstract

Abstract

Abstract