In the world of university research, although the figure of project manager is not formally foreseen, the principal researcher (PR) is, at many times, the last responsible the project results, schedule, and cost. The study aimed to investigate, in the light of the literature and through a cross-cultural study conducted in Italy and Poland, the relationship between soft skills (empowering leadership style, self-efficacy beliefs, and collective efficacy) of the principal researcher (PR) and the perceived success of research projects and satisfaction with the project, taking into account cross-cultural differences. A total of 67 PRs of complex projects in public universities (28 in Italy and 39 in Poland) participated in the study, completing a self-report questionnaire. Data were analyzed using descriptive and correlational analyses. The results showed a significantly higher mean value for team management self-efficacy in a Polish sample and a higher satisfaction with projects in Italian sample. All the soft skills included in the study were related to project success and satisfaction with the project. The results could be used to identify possible ways of intervention to establish a more mature project culture in public research organizations.

Purpose: This paper aims to investigate factors and weaknesses influencing university–industry interactions diffusion and success by focusing on the research services initiatives because there are limited studies in literature focusing on this specific form of interaction between the two actors. Design/methodology/approach: The authors carried an explorative research based on multiple case studies referring to research services experienced between two big Italian universities and small and medium-sized enterprises located in the same area. Findings: By conducting a cross-case analysis, the authors highlight categories of data in terms of factors influencing interactions’ diffusion and success, as perceived by researchers and by firms; and weaknesses in the interactions process to identify suggestions for improving interactions’ diffusion and success, from researchers and firms. Practical implications: The outcomes provide managerial implications useful for agencies supporting the diffusion of innovation among firms and firms’ systems for defining new policies and action plans aimed at making the university–industry interactions faster and more effective, improving the innovation processes within firms. Originality/value: This paper gives new insight in the analysis of factors enhancing university–industry relationships with a focus on research services collaborations and focusing both on university and industry, where large contributions focus predominantly on both groups.

The aim of the study was to assess the uncertainty scope and types present in public projects, with uncertainty defined as a lack of knowledge, and to formulate recommendations for improving the success rate of public projects. Apart from a literature review, a questionnaire was administered among 60 Italian and 40 Polish public-project managers. Questions about the level of knowledge of various project aspects (e.g., project stakeholders or project environment) in the project-planning phase were asked. It was found that, in their own opinion, knowledge of essential aspects of public projects in the planning stage was fairly low among public-project managers. On top of that, the results showed in which areas, and in which of the two countries, the uncertainty was mostly present. This type of research has not been identified in the literature. In both countries, an especially high uncertainty level characterized project stakeholders. The survey’s conclusions are juxtaposed with results from the literature: the negative influence of lack of knowledge (i.e., uncertainty) on project success, specific features of public projects and public-project managers, and the fact that certain negative phenomena influencing project success are significantly more present in the public than in the private sector. Our results indicate which aspects of public projects in both countries should be subject to deep changes—as far as information collecting and processing, in the project-defining and planning phase, is concerned. All this leads to recommendations of measures to be introduced in the public sector with respect to public-project management, e.g., the establishment of project management offices, project knowledge sharing, project management training—all focused on the identified uncertainty types in public projects, such as management of project stakeholders. The main limitations of the study were the relatively small sample sizes, a non-random sample selection, a bias due to misinterpretation of the questions, and cultural differences.

This research aims to investigate the effects that more demanding quality standards have on the organization of public service providers. A hypothetical research model showing the relationship between the quality of public service and the organization of public service providers was tested through a survey carried out with managers of water companies located in Italy. Results show that the new regulations impact on the organization in terms of resources and the performance management system, while the degree of centralization (i.e., the hierarchy of authority and degree of participation in decision-making) is not significantly related to the more demanding quality standards.