Fall Seven Times, Stand Up Eight: Linking Project Management Innovation, Project Governance, and High-Performance Work Practices to Project Success

Project managers seem to be puzzled in resolving the global dilemma of project failures across industries. Hence, the present study introduces project management innovation (PMI) as a determinant of project success (PS) and explores whether project governance (PG) and high-performance work practices...

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Published in:Frontiers in psychology Vol. 13; p. 902816
Main Authors: Zaman, Umer, Khan, Mohammad Nasar, Raza, Syed Hassan, Farías, Pablo
Format: Journal Article
Language:English
Published: Switzerland Frontiers Media S.A 17.05.2022
Subjects:
high-performance work practices
project governance
project management innovation
project success
Psychology
structural equation modeling
high-performance work practices
project success
structural equation modeling
project governance
project management innovation
ISSN:1664-1078, 1664-1078
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Abstract Project managers seem to be puzzled in resolving the global dilemma of project failures across industries. Hence, the present study introduces project management innovation (PMI) as a determinant of project success (PS) and explores whether project governance (PG) and high-performance work practices (HPWPs), strengthen this relationship. To confirm these propositions, study data using adapted scales were collected from project professionals representing software development companies in the emerging IT industry in Pakistan. Structural equation modeling (SEM) was employed to examine the hypothesized relationships and encourage PMI-guided solutions for project failures. SEM results statistically validated that project success is positively influenced by PMI, whereas this relationship is significantly strengthened through the moderating influence of PG and HPWPs, respectively. Theoretically, the present research is the first of its kind to introduce and empirically examine these untested relationships between PMI, PG, HPWPs, and PS in a single framework. These novel findings hold strategic value for both project managers and organizational leaders who oversee a range of project portfolios. Long-lasting advantages and superior achievements can be reinvigorated through PMI, after departure from traditional approaches and answering calls for new solutions to new problems in managing projects. Moreover, project governance and HPWPs should be reconfigured to oversee, as well as meet the special needs of each unique project.
AbstractList Project managers seem to be puzzled in resolving the global dilemma of project failures across industries. Hence, the present study introduces project management innovation (PMI) as a determinant of project success (PS) and explores whether project governance (PG) and high-performance work practices (HPWPs), strengthen this relationship. To confirm these propositions, study data using adapted scales were collected from project professionals representing software development companies in the emerging IT industry in Pakistan. Structural equation modeling (SEM) was employed to examine the hypothesized relationships and encourage PMI-guided solutions for project failures. SEM results statistically validated that project success is positively influenced by PMI, whereas this relationship is significantly strengthened through the moderating influence of PG and HPWPs, respectively. Theoretically, the present research is the first of its kind to introduce and empirically examine these untested relationships between PMI, PG, HPWPs, and PS in a single framework. These novel findings hold strategic value for both project managers and organizational leaders who oversee a range of project portfolios. Long-lasting advantages and superior achievements can be reinvigorated through PMI, after departure from traditional approaches and answering calls for new solutions to new problems in managing projects. Moreover, project governance and HPWPs should be reconfigured to oversee, as well as meet the special needs of each unique project.
Project managers seem to be puzzled in resolving the global dilemma of project failures across industries. Hence, the present study introduces project management innovation (PMI) as a determinant of project success (PS) and explores whether project governance (PG) and high-performance work practices (HPWPs), strengthen this relationship. To confirm these propositions, study data using adapted scales were collected from project professionals representing software development companies in the emerging IT industry in Pakistan. Structural equation modeling (SEM) was employed to examine the hypothesized relationships and encourage PMI-guided solutions for project failures. SEM results statistically validated that project success is positively influenced by PMI, whereas this relationship is significantly strengthened through the moderating influence of PG and HPWPs, respectively. Theoretically, the present research is the first of its kind to introduce and empirically examine these untested relationships between PMI, PG, HPWPs, and PS in a single framework. These novel findings hold strategic value for both project managers and organizational leaders who oversee a range of project portfolios. Long-lasting advantages and superior achievements can be reinvigorated through PMI, after departure from traditional approaches and answering calls for new solutions to new problems in managing projects. Moreover, project governance and HPWPs should be reconfigured to oversee, as well as meet the special needs of each unique project.Project managers seem to be puzzled in resolving the global dilemma of project failures across industries. Hence, the present study introduces project management innovation (PMI) as a determinant of project success (PS) and explores whether project governance (PG) and high-performance work practices (HPWPs), strengthen this relationship. To confirm these propositions, study data using adapted scales were collected from project professionals representing software development companies in the emerging IT industry in Pakistan. Structural equation modeling (SEM) was employed to examine the hypothesized relationships and encourage PMI-guided solutions for project failures. SEM results statistically validated that project success is positively influenced by PMI, whereas this relationship is significantly strengthened through the moderating influence of PG and HPWPs, respectively. Theoretically, the present research is the first of its kind to introduce and empirically examine these untested relationships between PMI, PG, HPWPs, and PS in a single framework. These novel findings hold strategic value for both project managers and organizational leaders who oversee a range of project portfolios. Long-lasting advantages and superior achievements can be reinvigorated through PMI, after departure from traditional approaches and answering calls for new solutions to new problems in managing projects. Moreover, project governance and HPWPs should be reconfigured to oversee, as well as meet the special needs of each unique project.
Author Farías, Pablo
Zaman, Umer
Raza, Syed Hassan
Khan, Mohammad Nasar
AuthorAffiliation 1 Endicott College of International Studies (ECIS), Woosong University , Daejeon , South Korea
2 Department of Management Sciences, Shaheed Zulfikar Ali Bhutto Institute of Science and Technology (SZABIST) , Islamabad , Pakistan
3 Department of Communication Studies, Bahauddin Zakariya University , Multan , Pakistan
4 Departamento de Administración, Facultad de Economía y Negocios, Universidad de Chile , Santiago , Chile
AuthorAffiliation_xml – name: 4 Departamento de Administración, Facultad de Economía y Negocios, Universidad de Chile , Santiago , Chile
– name: 2 Department of Management Sciences, Shaheed Zulfikar Ali Bhutto Institute of Science and Technology (SZABIST) , Islamabad , Pakistan
– name: 3 Department of Communication Studies, Bahauddin Zakariya University , Multan , Pakistan
– name: 1 Endicott College of International Studies (ECIS), Woosong University , Daejeon , South Korea
Author_xml – sequence: 1
  givenname: Umer
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  givenname: Mohammad Nasar
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Keywords high-performance work practices
project success
structural equation modeling
project governance
project management innovation
Language English
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Edited by: Mazhar Abbas, University of Hail, Saudi Arabia
This article was submitted to Organizational Psychology, a section of the journal Frontiers in Psychology
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Snippet Project managers seem to be puzzled in resolving the global dilemma of project failures across industries. Hence, the present study introduces project...
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StartPage 902816
SubjectTerms high-performance work practices
project governance
project management innovation
project success
Psychology
structural equation modeling
Title Fall Seven Times, Stand Up Eight: Linking Project Management Innovation, Project Governance, and High-Performance Work Practices to Project Success
URI https://www.ncbi.nlm.nih.gov/pubmed/35664163
https://www.proquest.com/docview/2674006355
https://pubmed.ncbi.nlm.nih.gov/PMC9157240
https://doaj.org/article/57ea46227bfc4ecd93477973a9953dc1
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