SKEMA Business School (ESC Lille), à l’instigation du Cet e-mail est protégé contre les robots collecteurs de mails, votre navigateur doit accepter le Javascript pour le voir a lancé en 2003 un programme doctoral (PhD) dans le domaine du management de projet.

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Ce programme, unique au monde dans ses modalités accueille aujourd’hui plus de 120 auditeurs et 90% d’internationaux (dont plus de 15% de Nord Américains) et d’organisations comme le ministère canadien de la défense, de l’Air Force des Émirats Arabes Unis, le Department of Energy américain, de Deloitte USA, KPMG, Siemens, Motorola, BMW, Alcoa, Boeing, Shell, Banque Mondiale, UNDP, Asian et African Development Banks, Qatar Development Fund, Dubai Port Authority, ou encore University of Texas Dallas et Tsinghua University en Chine…

21 thèses on été soutenues à ce jour :

1.     Bredillet, C. (2004). Theories & Research in Project Management: Critical review and return to the future

2.     Al Ali, J. (2005). Improving Knowledge Management In Systems Engineering Environment For Continuous Performance Improvements: A Case Study Approach

3.     Prabhakar, G. P. (2006). A Switch in Time Saves Nine: Discovering a New Methodology to Succeed in Projects Using Transformational Leadership in Cross-Cultural Settings

4.     Ottmann, R. (2006). Excellence in Project Management: Benchmarking of Methods, Tools and Techniques of the best Project Teams

5.     Alkhouri, O. M. (2006). Investigating the Effect of Organizational Learning Strategies on Task Performance through Analysis of The Learning Curve

6.     Dwivedula, V. S. R. (2007). Comparing Motivation in Collocated And Virtual Project Teams

7.     Giammalvo, P. D. (2007). Is Project Management a Profession? If Yes, where does it fit in, and if not, what is it?

8.     Lowenstein, M. W. (2007). Development and Beta Application of a Definitive and Actionable New Technique for Linking Employee Attitudes dnd Beliefs to Customer Loyalty Behavior: The Employee Ambassador Research Model

9.     Marshall, R. A. (2007). A Quantitative Study of the Contribution of Earned Value Management to Project Success on External Projects under Contract

10. Onomehebhor, I. P. (2007). Improvement of Construction Project Management Practice-Determinants and Effects of Stakeholders Satisfaction: Exploring the Evidence for Effective and Innovative Practices through Empirical Research

11. Ruiz, P. E. (2007). Information Theory and Complex Projects: Toward an Absolute Scale for Measuring Decision-Making Skills

12. Salouhou, M. (2007). Global Leadership Education and Process Administration

13. Azaran, M. (2008). Programme Management as a Framework for the Whole Quality Management Life Cycle - A Case Study of Esc Lille

14. Sylla, M. (2008). La stratégie managériale de la qualité totale et les changements du contrôle organisationnel intervenus : Le cas de PETROCI Holding Société nationale d’opérations pétrolières de la Côte d’Ivoire

15. Yatim, F. A. (2008). Investigating the Deployment of the Project Management: A New Perspective Based on the Concept of Certification and Time-Distance Analysis

16. Al-Ahmad, A. (2009). Evaluation of Project Management Maturity: The Role of Organization Influences in the GCC Countries

17. Chalikuzhi, A. (2009). Problems & Prospects of Contemporary Zakat Management: A Qualitative Embedded Case Studies Investigation

18. Marin, J-C. (2009). The Impact of Strategic Planning and the Balanced Scorecard Methodology on Middle Managers’ Performance in The Canadian Defence Department

19. Mutambaie, A. (2009). Archetypes and Risk Management Strategies Leading to Success for Large Software Engineering Projects

20. Xue, Y. (2009). Realizing maximum results for key projects of the public sector in China: a multiple case study investigation

21. Alzaabi, A. (2009). Investigating the Strategic Approach Behind GCC Alliance and Security Cooperation: Theoretical Rationale versus Empirical Evidence

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