The transformation model helps to democratize access to Metaverse initiatives by providing a practical roadmap that can be adopted across diverse organizations and industry sectors by foregrounding cross-sector partnerships and reduces barriers to entry and accelerates capability development.
Abstract
This paper presents a transformation model designed to assist organizations in initiating their journey into Metaverse Use Cases. In order to have a human centric approach, the model articulates a structured path along a multitude of questions which shall guide organizations to start a successful Use Case in the Metaverse. The questions are categorized in five different areas. Organization goals, organization prerequisites, requirements to the Metaverse and the technology around it, implementation of the Use Case itself and a learning phase. It encourages the organisations to emphasize on getting started right away and integrate feedback loops for learning from the current development at every step of the journey. To help organizations to find those collaboration opportunities, a survey was derived based on the transformation model. It aims to validate the structured approach of the model and guide organizations through four of the five different transformation areas. At the end organizations receive recommendations for support for their Use Case through companies, academia, public of non-profit projects and other means. Building on these insights, the transformation model helps to democratize access to Metaverse initiatives by providing a practical roadmap that can be adopted across diverse organizations and industry sectors. By foregrounding cross-sector partnerships, the approach reduces barriers to entry and accelerates capability development. The accompanying survey further strengthens this framework by translating qualitative guidance into actionable recommendations for industry, academia, and public or nonprofit partners.
Interface Management in Megaprojects (IMMP) has become an important means of addressing coordination complexity in large-scale projects. However, its knowledge structure and evolutionary trajectory remain insufficiently understood. This study aims to systematically map the knowledge structure and evolution of IMMP through bibliometric analysis.
Drawing on 418 publications from the Web of Science Core Collection, we apply bibliometric techniques, including co-citation analysis, keyword co-occurrence, and cluster analysis, using CiteSpace to visualize core research topics and their temporal evolution.
The results identify 24 high-frequency themes and 10 major clusters, which can be grouped into three domains: management, technology, and theory. IMMP research has evolved through three stages: emergence, fusion, and refinement. The field has gradually developed from a fragmented and practice-oriented topic into a more structured and multidisciplinary area, with increasing attention to stakeholder coordination, project complexity, risk control, and digitally-enabled interface governances.
This study presents the first visualized knowledge framework of IMMP, revealing core domains, research trends, and gaps. It highlights the need for dynamic coordination models, better integration of emerging technologies like Building Information Modeling (BIM) and artificial intelligence (AI), and scalable frameworks adaptable to varied project contexts – offering clear guidance for future theoretical and practical advancements.
Unknown authors· Engineering Construction and...· 0 citations
A novel holistic theory of requirements engineering (RE) quality is proposed that can serve as a coherent theoretical framework for understanding the success or failure of RE processes and artifacts, and it is envisioned that the theory can serve as a coherent theoretical framework for understanding the success or failure of RE processes and artifacts.
Henning Femmer, Julian Frattini· IEEE International Requireme...· 0 citations
This study maps the literature on Knowledge Transfer (KT) within Project Management (PM) and analyses the evolution of their discussions. To examine the intersection of these two constructs, we conducted a Systematic Literature Review (SLR) using Rayyan for screening and ATLAS.ti for coding, grouping and categorisation. The review addresses the question of how KT and PM themes interrelate and how their discussions have evolved over time. The SLR reveals a prevalence of quantitative studies and case-based research, and synthesises the evidence into five interconnected research fields: consultants, project managers and project teams; learning; innovation; Project-Based Organisations (PBOs) and Performance. Across these fields, the findings converge on the view that KT effectiveness is not a technology issue alone, but a sociotechnical governance challenge shaped by the interdependence among structural arrangements, human dynamics and enabling technologies. Building on this synthesis, the study advances an integrative sociotechnical framework in which KT effectiveness emerges from the configurational alignment among governance architecture, organisational structuring mechanisms (including PBO arrangements and the Project Management Office’s (PMO) mediating role) and behavioural–relational conditions (such as trust and psychological safety). The framework also highlights recursive reinforcement, whereby successful reuse and learning strengthen governance routines and relational norms, increasing future transfer capacity across project cycles. The paper contributes by consolidating a categorised knowledge base and by providing actionable implications: project managers and organisations should invest in social capital and re-evaluate the PMO as an active knowledge broker to improve knowledge utilisation and achieve superior transfer effectiveness in subsequent projects.
Valdemilson de Assis Alves de Araújo, I. Scafuto, F. Bizarrias et al.· Journal of Information &...· 0 citations
It is suggested that technical version succession does not necessarily amount to effective replacement on the user side, and user experience can provide important information for identifying post-deployment impacts and should be incorporated into lifecycle evaluation and decision-making.
The implementation of innovation in organizations is a complex process, the success of which is determined not only by technological or financial factors, but also by a common understanding, employee motivation, and the ability to coordinate activities across organizational boundaries. However, in scientific literature, the prerequisites for innovation implementation are often described in a fragmented manner, which makes it difficult to create a unified, practical structure. The aim of this article is to systematize the enabling conditions that support innovation implementation in organizations. The article is based on a structured scoping literature review and qualitative content analysis. The analysis identified ten categories that promote innovation implementation, which are grouped into four higher-level codes: Direction and sensemaking; Motivational Readiness; Actor Alignment and Coordination, and Implementation capacity. Together, these codes describe the conditions that define the ability of an organisation to transform ideas into concrete actions and implemented organizational solutions. The proposed code and category structure complements the literature on innovation and knowledge management, providing a focused framework for analyzing and applying the conditions for innovation implementation in organizational management practices, promoting sustainable results and organizational development.
Simona Ozoliņa-Ugore, Anita Straujuma· International Scientific Con...· 0 citations
This article analyzes the application of gamification strategies as a tool to optimize Information Technology (IT) project management within the agribusiness sector, specifically in contexts that combine predictive and agile approaches. The study is based on a literature review that establishes the theoretical framework for a future operational systems integration project. The proposal explores how the introduction of game-like elements—such as badge systems, avatars, visual goal tracking, and rewards for completed milestones—can boost team engagement and motivation. Additionally, the article addresses the use of generative Artificial Intelligence tools to develop the project's visual identity, enabling the creation of unique, customized graphic assets. In practical terms, the work outlines guidelines for a future implementation focused on automating data flow via standardized communication protocols, aiming to eliminate manual processes, mitigate human error, and establish continuous feedback mechanisms.
Unknown authors· Revista de Estudos Interdisc...· 0 citations
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