00341nas a2200109   4500008004100000245003400041210003400075260001900109653001500128100001700143856007100160       2014                        eng d00aFollowing Footsteps of Giants0 aFollowing Footsteps of Giants  aPortlandc201410aManagement1 aLarson, Erik  u/biblio/following-footsteps-giants01290nas a2200157   4500008004100000245006400041210006200105260000900167300001200176490000700188520078700195653001500982100001700997700001801014856010001032       2010                        eng d00aProject Management in Real Time: A Service-Learning Project0 aProject Management in Real Time A ServiceLearning Project  c2010  a551-5730 v343 aThis article describes a service-learning assignment for a project management course. It is designed to facilitate hands-on student learning of both the technical and the interpersonal aspects of project management, and it involves student engagement with real customers and real stakeholders in the creation of real events with real outcomes. As such, it helps students internalize project management principles and value project management tools. Student teams design and implement plans for events intended to result in significant contributions in support of various charitable organizations. They create the planning and execution documents required of project management teams. The article describes the assignment and its results and discusses some cautions and alternatives.10aManagement1 aLarson, Erik1 aDrexler, John  u/biblio/project-management-real-time-service-learning-project-001896nas a2200205   4500008004100000245014600041210006900187260000900256300000900265490000600274520113300280653001501413653003201428100002001460700001701480700001801497700002201515700001701537856013601554       2009                        eng d00aBusiness Education and Its Relationship to Student Personal Moral Philosophies and Attitudes Toward Profits: An Empirical Response to Critics0 aBusiness Education and Its Relationship to Student Personal Mora  c2009  a9-240 v83 aCritics of business education (e.g., Ghoshal, 2005; Mitroff, 2004) place much of the blame for recent ethical scandals on the lack of moral development of managers and the amoral, "profits-first" theoretical underpinnings of business education. To empirically test these claims, we surveyed 1,080 business and nonbusiness students from a major research university. The results suggest that neither the personal moral philosophies of business and nonbusiness students, nor the personal moral philosophies of business freshmen and business seniors differed significantly. Based on our results, we found no evidence to support the claims of critics who suggest business education is associated with negative personal moral philosophies of students. Further, the attitudes of business freshmen and business seniors concerning profit and sustainability differed significantly, yet in the direction opposite the one Ghoshal (2005) and others would have predicted. Thus, blaming the rash of ethical scandals on the amoral and "profits-first" theoretical underpinnings of business school training might be too simplistic of an approach.10aManagement10aStrategy & Entrepreneurship1 aNeubaum, Donald1 aPagell, Mark1 aDrexler, John1 aRyan, Fran, McKee1 aLarson, Erik  u/biblio/business-education-and-its-relationship-student-personal-moral-philosophies-and-attitudes-000490nas a2200121   4500008004100000245008200041210006900123260000900192653001500201100001800216700001700234856011700251       2009                        eng d00aFund Raisers as vehicles for teaching project management principles and tools0 aFund Raisers as vehicles for teaching project management princip  c200910aManagement1 aDrexler, John1 aLarson, Erik  u/biblio/fund-raisers-vehicles-teaching-project-management-principles-and-tools-000697nas a2200169   4500008004100000245012200041210006900163260002200232653001500254653003200269100002000301700001800321700001700339700001700356700002100373856013300394       2006                        eng d00aBusiness education, personal moral philosophies and “profits-first” mentalities: An empirical response to critics0 aBusiness education personal moral philosophies and profitsfirst   aAltanta, GAc200610aManagement10aStrategy & Entrepreneurship1 aNeubaum, Donald1 aDrexler, John1 aLarson, Erik1 aPagell, Mark1 aMcKee-Ryan, Fran  u/biblio/business-education-personal-moral-philosophies-and-profits-first-mentalities-empirical-000359nas a2200109   4500008004100000245003900041210003900080260001700119653001500136100001700151856008100168       2005                        eng d00aProject Management Research Agenda0 aProject Management Research Agenda  aHawaiic200510aManagement1 aLarson, Erik  u/biblio/project-management-research-agenda-001773nas a2200157   4500008004100000245006700041210006400108260000900172300001200181490000800193520125700201653001501458100001801473700001701491856010701508       2000                        eng d00aPartnering:  Why Project Owner-Contractor Relationships Change0 aPartnering Why Project OwnerContractor Relationships Change  c2000  a293-2970 v1263 aOver the last decade, research in the construction industry has explored the owner-contractor relationship in project management resulting in a different paradigm called partnering. Partnering is a relationship characterized by cooperation and collaboration in contrast to the adversarial relationship more commonly experienced between owners and contractors. This study utilized data collected from 276 construction projects to examine the stability in the owner-contractor relationship. Owner-contractor relationships were classified as being adversarial, guarded adversarial, informal partners, or project partners. Fifty-eight percent of the projects experienced some fundamental change in working relationship—either positive or negative. Projects that began as formal partnerships were the most stable with over two thirds ending as they began. Guarded adversarial was the least stable with fewer than 30% maintaining this kind of relationship at the end of the project. Content analysis of the reasons stated for the change revealed factors that contribute to an improvement or deterioration in working relationships. The writers use this analysis to make recommendations for sustaining and improving partnerships between owner and contractors.10aManagement1 aDrexler, John1 aLarson, Erik  u/biblio/partnering-why-project-owner-contractor-relationships-change-000547nas a2200121   4500008004100000245010900041210006900150260002600219653001500245100001800260700001700278856013000295       2000                        eng d00aWebsite creation: Integrating information technology skills into the international management curriculum0 aWebsite creation Integrating information technology skills into   aToronto, Canadac200010aManagement1 aDrexler, John1 aLarson, Erik  u/biblio/website-creation-integrating-information-technology-skills-international-management-000461nas a2200145   4500008004100000245005200041210005100093260000900144653000800153653001500161100001700176700001900193700001800212856008500230       1998                        eng d00aUsing a Computer-Based Version of the Beer Game0 aUsing a ComputerBased Version of the Beer Game  c199810aBIS10aManagement1 aLarson, Erik1 aCoakley, James1 aDrexler, John  u/biblio/using-computer-based-version-beer-game-0