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The Brexit referendum has impacted both the UK and the EU economies in several ways. The uncertainty around Brexit highlighted the importance of a relationships network between directors of companies to access information and resources that are necessary for optimal decision making. It is difficult to develop informed business and economy policies without a deep understanding of the magnitude of Brexit on business-to-business relationships with EU-based firms. This study aims to analyze the impact of the passage of the Brexit referendum on the evolution of board interlock networks. The study uses network analysis to measure the evolution of UK-EU directors' relationships over the Brexit period, predominantly between the 2010 and 2020 period. The study models the structural changes in dynamic networks by converting this evolving network into static graphs on yearly basis. The analysis indicates that links formation in the UK is affected negatively by the Brexit referendum. It also has a negative impact on forming a new link with potential companies' directors in the EU, but it shows a rising tendency for shared affiliation bias analysis. Interestingly, the contradicted trend in 2007, the number of directors' connection in consumer service and food & drug sectors was decreasing in the UK while rocketing in the EU. Doi: 10.28991/ESJ-2022-06-01-01 Full Text: PDF

PurposeThere is a growing need for methodological plurality in advancing operations management (OM), especially with the emergence of machine learning (ML) techniques for analysing extensive textual data. To bridge this knowledge gap, this paper introduces a new methodology that combines ML techniques with traditional qualitative approaches, aiming to reconstruct knowledge from existing publications.Design/methodology/approachIn this pragmatist-rooted abductive method where human-machine interactions analyse big data, the authors employ topic modelling (TM), an ML technique, to enable constructivist grounded theory (CGT). A four-step coding process (Raw coding, expert coding, focused coding and theory building) is deployed to strive for procedural and interpretive rigour. To demonstrate the approach, the authors collected data from an open-source professional project management (PM) website and illustrated their research design and data analysis leading to theory development.FindingsThe results show that TM significantly improves the ability of researchers to systematically investigate and interpret codes generated from large textual data, thus contributing to theory building.Originality/valueThis paper presents a novel approach that integrates an ML-based technique with human hermeneutic methods for empirical studies in OM. Using grounded theory, this method reconstructs latent knowledge from massive textual data and uncovers management phenomena hidden from published data, offering a new way for academics to develop potential theories for business and management studies.

PurposeThe purpose of this paper is to assess how we implement new ways of managing relational risk at the operational level of outsourced projects and to provide guidance to project management (PM) policy makers and practitioners seeking to ensure project operations consistently deliver project relational risk management (PRRM) strategies.Design/methodology/approachThrough exploratory study data were obtained from a panel of six experts in PM and from a pilot survey of PM practitioners. The data reveal future directions and vectors for scholarship and research activity in terms of the impact of PRMM-related mechanisms and deliverables on project success and the implementation process to enhance PRRM as a key PM capability.FindingsDeliverables for PRRM need to part of a multidimensional framework that includes mechanisms besides the contract. Such a framework enables the codification of PM knowledge so that PRRM contributes to project success. With knowledge codified, PRRM strategies can be consistently delivered at the operational level. The framework is novel in that it integrates hereto disparate elements that are encompassed under the broad umbrella of relational governance mechanisms.Practical implicationsPM policy makers and practitioners recognise the importance of effective relationships to deliver projects successfully, yet they lack practical solutions to address the negative effects of dysfunctional relationships. The authors provide a list of PM deliverables for effective PRRM, including deliverables besides those related to the contract, which can be used in practice to bring the gap between PRRM strategy development and implementation. This will enable client organisations that outsource their projects to an external contractor to enhance their PRRM capability and increase the likelihood of project success.Originality/valueThe authors provide insights into how PRRM is practised at the project operations' level where PM is outsourced. These insights lead to three pathways of impactful Operations Management (OM)/PM scholarship and research, namely, the following: 1) How PM deliverables act as a key success factor for effective PRRM? 2) How the duality of roles carried out by PM actors influences PRMM practices? 3) How companies innovate to enhance their PRMM capability? These pathways will enable PM research and scholarship to address disconnects between PRMM strategy and operations and hence go beyond answering "what" PRMM is to encompass "how" it is implemented.