Project Governance: Implementing Corporate Governance and Business Ethics in Nonprofit Organizations

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Springer Science & Business Media, Jul 19, 2007 - Business & Economics - 260 pages

Do you know where your investments go? How effective and accountable are the resources used in the international development? How can intercultural frictions, governance scandals, or corruption be prevented?

Based on a case study the author unveils a gap in the governance of development projects, a gap between implementation and governance, ultimately hindering effective, transparent and accountable usage of resources.

Illustrated with entertaining examples the author, himself a senior manager in development and business, develops a Project Governance model. Overcoming shortcomings of the theories of corporate governance and business ethics, of best practices in development and project management, the Project Governance Model is a concrete model for practitioners and academics. Its six modules build an integrated, strategically oriented and ethically reflected platform for a more truthful and efficient cooperation in difficult projects or programs such as in development.

 

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Contents

Objectives and approach
1
12 Objectives and target audience
4
13 Approach
5
132 Practical research research methodology
6
133 The case study an introduction to DRIVER
9
14 Terminology
13
A multifacetted term
15
143 Defining and positioning project governance
18
423 Summary of tasks within mission management
111
43 Integrity management
113
432 Relevance and importance of integrity for development projects
114
433 How to approach managing integrity
117
434 Ethical foundation what is the moral point of view?
120
435 Implementing integrity management
131
436 The tension zones in detail
136
437 Integrity management how to get started
166

2 Is there a need for project governance?
21
A paradox?
22
Various perspectives calling for project governance
25
Reasons and differences
26
222 Corporate governance operationalized through project governance
29
223 The need for project governance in the development sector
33
224 Ethical considerations calling for project governance
42
225 Conclusion
48
The roles of governance in development projects
49
31 Organizational theories governance roles and their relevance for development projects
50
312 Resource dependency theory
51
313 Stakeholder theory
52
314 Agency theory
53
315 Stewardship theory
55
316 Institutional theory
56
317 Theory of managerial hegemony
57
Governance roles relevant to development projects
58
32 From governance roles to governances key responsibilities
59
4 The Project Governance Model
63
41 System management
64
Sustainability impact and outreach
66
413 Elements of system management
68
414 Systemic thinking
69
415 A system model
71
416 How to do system management
86
42 Mission management
88
422 Tasks of mission management
89
What stakeholders are in development cooperation
167
443 A model for stakeholder management
169
444 Summary
180
45 Risk management
181
Understanding risks in development projects
183
453 A model for risk management
192
454 Risk organization and risk culture
202
455 Conclusions
203
46 Audit management
205
463 Auditing within corporate governance
207
464 Auditing within development relevance to project governance
208
465 The tasks of audit management
211
466 The structure and culture of audit management
215
467 Conclusion
217
Conclusions
219
52 Limitations
221
53 Implications and recommendations for practice
222
54 Recommendations for further research
223
Annexes
224
General approach
226
Data analysis
228
Discussion of the research approach
230
List of case examples
231
Bibliography
235
Index
255
Copyright

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