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Project management performance assessment in the non-profit sector

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dc.contributor.author Anderson, Katherine
dc.contributor.author Lannon, John
dc.date.accessioned 2019-03-14T16:32:29Z
dc.date.available 2019-03-14T16:32:29Z
dc.date.issued 2018
dc.identifier.issn 2207-1415
dc.identifier.uri http://hdl.handle.net/10344/7698
dc.description peer-reviewed en_US
dc.description.abstract As the non-profit sector becomes increasingly dependent on projects to achieve its strategic goals, the use of formal project management processes can demonstrate to stakeholders that an organisation is taking steps to improve its performance. However, the adoption of processes drawn from the for-profit sector without examining their effectiveness can have detrimental effects. To help address this, a new model for project management performance assessment in non-profit organisations is proposed. en_US
dc.language.iso eng en_US
dc.publisher UTSePRESS en_US
dc.relation.ispartofseries Project Management Rsearch and Practice;5
dc.relation.uri https://doi.org/10.5130/pmrp.v5i0.5910
dc.subject non-profit organisations en_US
dc.subject project management en_US
dc.subject performance assessment en_US
dc.title Project management performance assessment in the non-profit sector en_US
dc.type info:eu-repo/semantics/article en_US
dc.type.supercollection all_ul_research en_US
dc.type.supercollection ul_published_reviewed en_US
dc.date.updated 2019-03-14T16:27:00Z
dc.description.version PUBLISHED
dc.identifier.doi 10.5130/pmrp.v5i0.5910
dc.rights.accessrights info:eu-repo/semantics/openAccess en_US
dc.internal.rssid 2865246
dc.internal.copyrightchecked Yes
dc.identifier.journaltitle Project Management Research and Practice
dc.description.status peer-reviewed


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