The relationship between project management process characteristics and performance outcomes

2014 ◽  
Vol 37 (11) ◽  
pp. 990-1015 ◽  
Author(s):  
Gita Mathur ◽  
Kam Jugdev ◽  
Tak Shing Fung
Keyword(s):  
Project Management ◽  
Competitive Advantage ◽  
Organizational Support ◽  
Performance Outcomes ◽  
Management Process ◽  
Firm Level ◽  
Content Type ◽  
Process Characteristics ◽  
Level Performance ◽  
Project Level

Purpose – The aim of this paper is to examine the links between project management process characteristics and project-level and firm-level performance outcomes to test the hypotheses that project management assets being valuable, rare, inimitable and having organizational support leads to competitive advantage. Design/methodology/approach – This paper analyzes data from responses to an online survey by 198 North American Project Management Institute® members. Regression analysis is used to examine the relationship between six factors extracted from an exploratory factor analysis that comprise the three project management asset characteristics – valuable, rare and inimitable, three factors that comprise organizational support for the project management process, and two factors that comprise project management performance outcomes – project-level and firm-level performance. Findings – Organizational support for the project management process, specifically project management integration, was found to significantly contribute to both project-level and firm-level performance. Of the asset factors examined, valuable project management knowledge was found to contribute to project-level and firm-level performance, though information technology (IT) tools did not. Inimitable proprietary tangible assets were found to contribute to both project-level and firm-level performance, and inimitable embedded intangible assets were also found to contribute to firm-level performance. Rare knowledge sharing tools and techniques were found to negatively contribute to project-level performance. Research limitations/implications – Limitations of this study include sample size, response rate and self-report bias, calling for a larger sample in ongoing research. Practical implications – This study draws managerial attention to project management assets as sources of competitive advantage, highlighting the need to have organizational support for the project management process through organizational integration, and emphasizing the importance of valuable project management knowledge-based assets and inimitable project management assets that are proprietary and tangible as well as those that are embedded and intangible. Originality/value – Few papers have applied the resource-based view of the firm to examine project management capabilities as a source of competitive advantage. This paper contributes to the literature on the resource-based view of the firm and to an improved understanding of project management as a source of competitive advantage.

Mediated effect of project management asset characteristics on firm performance

2019 ◽  
Vol 13 (7) ◽  
pp. 1442-1464 ◽  
Author(s):  
Kam Jugdev ◽  
Gita Mathur ◽  
Tak Fung
Keyword(s):  
Project Management ◽  
Firm Performance ◽  
Competitive Advantage ◽  
Performance Outcomes ◽  
Management Process ◽  
Firm Level ◽  
Ongoing Research ◽  
Content Type ◽  
Level Performance ◽  
Project Level

Purpose The purpose of this paper is to study how project-level performance mediates the effect of project management assets on firm-level performance by examining the direct and mediated relationships between the project management process characteristics: valuable, rare, inimitable and organizationally supported on project-level and firm-level performance outcomes. Design/methodology/approach This paper analyzes data from an online survey completed by 198 North American Project Management Institute® members. Linear regression and Sobel Tests are used to examine the relationships between nine factors extracted from an exploratory factor analysis that comprise project management asset characteristics, one factor that comprises project-level performance outcomes, and one factor that comprises firm-level performance outcomes. Findings Not only does project-level performance positively and significantly affect firm-level performance, but project-level performance also significantly mediates the effect of project management asset characteristics (for all nine factors) on firm performance. Research limitations/implications Limitations of this study include sample size and self-report bias, calling for a larger sample in ongoing research. Practical implications This study contributes to the stream of literature on project management assets as sources of competitive advantage and makes the case for sustained organizational investments in the project management process. Originality/value This paper contributes to the limited, but increasing interest in applying the resource-based view of the firm to project management capabilities as a source of competitive advantage.

Project management resources and outcomes: a confirmatory factor analysis

2019 ◽  
Vol 13 (3) ◽  
pp. 600-615 ◽  
Author(s):  
David Perkins ◽  
Gita Mathur ◽  
Kam Jugdev
Keyword(s):  
Factor Analysis ◽  
Project Management ◽  
Confirmatory Factor Analysis ◽  
Competitive Advantage ◽  
Organizational Support ◽  
Final Model ◽  
Content Type ◽  
Survey Tool ◽  
Confirmatory Factor ◽  
Level Performance

Purpose The purpose of this paper is to draw on the resource-based view of the firm from strategic management and apply it to a study of competitive advantage in the project management context. Confirmatory factor analysis (CFA) is used to examine the factors that constitute strategic characteristics of project management resources and outcomes of the project management process. Design/methodology/approach This study gathered data from 437 North American project management professionals using an existing survey tool from prior research involving a smaller sample. Findings The final model derived from CFA demonstrated construct validity, meaning acceptable convergent and discriminant validity. It showed only minor differences from a prior exploratory factor analysis (EFA). The final model consisted of two factors representing valuable project management characteristics, one factor representing rare project management characteristics, one factor representing inimitable project management characteristics, three factors representing organizational support for project management assets, one factor representing project-level performance and one factor representing firm-level performance. Research limitations/implications Limitations of the study include self-report bias and the use of a panel for data collection. Practical implications This study draws managerial attention to project management characteristics that constitute a source of competitive advantage. Originality/value The study validates a survey tool from previous research, reflects few deviations from factor structure of the prior EFA, and sets the stage for future research to elaborate on the conceptual model. It extends understanding of the characteristics of project management assets that lead to a firm’s competitive advantage.

scholarly journals Intangible project management assets as determinants of competitive advantage

2007 ◽  
Vol 30 (7) ◽  
pp. 460-475 ◽  
Author(s):  
Gita Mathur ◽  
Kam Jugdev ◽  
Tak Shing Fung
Keyword(s):  
Project Management ◽  
Competitive Advantage ◽  
Organizational Support ◽  
Online Survey ◽  
Intangible Asset ◽  
Management Process ◽  
Resource Based View ◽  
Content Type ◽  
Tangible Asset ◽  
The Relationship

PurposeTo explore the role of intangible project management assets in achievement of competitive advantage from the project management process through it being valuable, rare, inimitable, and having organizational support.Design/methodology/approachData were collected on tangible and intangible project management process assets and competitive characteristics of the project management process using an online survey of North American Project Management Institute™ members. Three key tangible asset factors, one intangible asset factor, and three competitive characteristics were identified using exploratory factor analysis. The relationship between these project management assets and project management process characteristics are examined using multivariate analysis.FindingsIntangible project management assets are found to be a source of competitive advantage, directly and through a mediating role in the relationship between tangible project management assets and the competitive characteristics of the project management process.Practical implicationsThis study highlights the importance of developing intangible project management assets, in addition to investment in tangible project management assets, to achieve competitive advantage from the process.Research limitations/implicationsThis was an exploratory study. The authors expect to further develop the instrument, refine the model and constructs, and test it with a larger sample.Originality/valueFew papers have used the Resource Based View lens and applied it to project management. This paper contributes to the literature on the Resource Based View of the firm and to an improved understanding of project management as a source of competitive advantage.

New evidence of the relationship between employee satisfaction and firm economic performance

2015 ◽  
Vol 44 (6) ◽  
pp. 906-929 ◽  
Author(s):  
Santiago Melián-González ◽  
Jacques Bulchand-Gidumal ◽  
Beatriz González López-Valcárcel
Keyword(s):  
Firm Performance ◽  
Organizational Performance ◽  
Employee Satisfaction ◽  
Performance Outcomes ◽  
Firm Level ◽  
Content Type ◽  
Worker Satisfaction ◽  
The Impact ◽  
The Relationship ◽  
Level Performance

Purpose – Employee satisfaction appears in any discussion about how employees can contribute to organizational performance. The purpose of this paper is to test the relationship between employee satisfaction and organizational performance; this later measured with three firm-level performance outcomes (return over assets, operating margin, and revenue per employee). Design/methodology/approach – At different times and from two independent sources the authors obtained firms’ data about worker attitudes and financial and productivity performance, respectively. The analyzed sample of 475 firms is the biggest among the studies that analyze performance and employee satisfaction at the firm level. The impact of employee satisfaction over firm performance was assessed. Findings – Overall satisfaction and satisfaction with senior leadership, compensation, and work/life balance, respectively impact firm performance. Research limitations/implications – The ratings come from both employees and ex-employees and the individual characteristics were unknown. Additionally as an internet-based sample there has been a lack of control over the individuals’ response process. Practical implications – Managers have evidence about the importance of their employees’ satisfaction on firm performance, and on how the facets involved on worker satisfaction impact the performance. Social implications – Employer review web sites are increasing their popularity. However, unlike the marketing field with consumers HR area has not taken advantage of this trend. The found results may contribute to highlight the importance of this kind of data. Originality/value – Hitherto there is only one empirical evidence about the positive role of worker satisfaction in objective and financial firm level performance. That was based in best-firms type data. The current study draws in a big sample independent of this kind of rankings. Additionally, the job facet satisfaction conceptualization considered demonstrates the usefulness of this way to understand the employee satisfaction.

Classifying project management resources by complexity and leverage

2012 ◽  
Vol 5 (1) ◽  
pp. 105-124 ◽  
Author(s):  
Kam Jugdev ◽  
Gita Mathur
Keyword(s):  
Project Management ◽  
Competitive Advantage ◽  
Small Sample ◽  
Management Process ◽  
Resource Based View ◽  
Content Type ◽  
The Impact ◽  
The Relationship ◽  
Practical Implications

PurposeThe purpose of this paper is to present a conceptual framework to classify project management resources as sources of competitive advantage.Design/methodology/approachThe paper draws on the resource‐based view of the firm and project management literature to explore the level of competitive advantage from 17 project management resources based on their degree of complexity and level of leverage in the project management process. This exploratory study drew on a small sample of practitioners in the classification.FindingsThe paper proposes a conceptual model to show the relationship between four categories of resources and their contribution to competitive advantage by being valuable, rare, inimitable, and organizationally supported.Research limitations/implicationsThis paper is exploratory in nature and uses a small sample of practitioners.Practical implicationsThe authors believe that the classification of project management resources based on complexity and leverage provides a useful framework for managers considering the impact of investment in these resources for competitive advantage.Originality/valueThis paper provides a classification of project management resources based on the complexity of the resource and its leverage in the project management process. It is posited that resources that are complex and can be highly leveraged to develop further resources warrant attention as sources of competitive advantage.

Characteristics of Project Management Assets and Project Management Process Outcomes

2018 ◽  
Vol 9 (1) ◽  
pp. 59-77 ◽  
Author(s):  
David Perkins ◽  
Kam Jugdev ◽  
Gita Mathur
Keyword(s):  
Project Management ◽  
Competitive Advantage ◽  
Organizational Support ◽  
Economic Value ◽  
Management Process ◽  
Resource Based View ◽  
Survey Tool ◽  
Industry Study ◽  
Process Outcomes ◽  
Two Factors

The resource-based view of the firm from strategic management literature is applied to examine project management as a source of competitive advantage. In this view, assets contribute to competitive advantage if they add economic value, are rare, are difficult to imitate, and have organizational support. This research examines project management assets and project management process outcomes in a cross-industry study that attempts to replicate findings from a prior study, using the same survey tool with a larger sample. Exploratory factor analysis extracted four factors that comprised characteristics of project management assets that are valuable, rare, and inimitable, three factors that comprised of organizational support for project management assets, and two factors that comprised of project management process outcomes. The extracted factors mostly replicated the findings from the prior study; differences emerged in the factors that comprised of project management assets.

scholarly journals Strategic management model with lens of knowledge management and competitive intelligence

2017 ◽  
Vol 47 (1) ◽  
pp. 55-93 ◽  
Author(s):  
Muhammad Shujahat ◽  
Saddam Hussain ◽  
Sammar Javed ◽  
Muhammad Imran Malik ◽  
Ramayah Thurasamy ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Information Resources ◽  
Competitive Intelligence ◽  
Management Model ◽  
Management Process ◽  
Content Type ◽  
Use Of Knowledge ◽  
Strategic Management Process

Purpose The purpose of this study is primarily to discuss the synergic and separate use of knowledge and intelligence, via knowledge management and competitive intelligence, in each stage of strategic management process. Next, this paper aims to discuss the implications of each stage of strategic management process for knowledge management and competitive intelligence and vice versa. Design/methodology/approach A systematic literature review was performed within time frame of 2000-2016. Extracted information from reviewed studies was synthesized and integrated in strategic management model of Fred David. Findings A strategic management model with lens of knowledge management and competitive intelligence is proposed. Each stage of knowledge management process has implications for knowledge management and competitive intelligence and vice versa. In addition, synergic and separate use of knowledge and intelligence results in effective decision-making, leading to competitive advantage. Research limitations/implications Learning curve of knowledge management and competitive intelligence and being limited to the use of Fred David model are among the many key limitations. Practical implications Experts of knowledge management, competitive intelligence and strategic management can use this study to gain competitive advantage based on knowledge and information resources. Organizations should have knowledge management function and competitive intelligence to support the strategy formulation, implementation and evaluation. Social implications Readers can take a view for how they can manage their knowledge and information resources from a strategic perspective. Originality/value This study proposes a strategic management model with lens of knowledge management and competitive intelligence. The model discusses ways for synergic and separate use of knowledge and intelligence in each stage of strategic management, leading to competitive advantage. In addition, it discusses the holistic and integrated implications of knowledge management and competitive intelligence for each stage of strategic management process and vice versa.

Key predictors of individual creativity in a Middle Eastern culture

2018 ◽  
Vol 26 (1) ◽  
pp. 19-42 ◽  
Author(s):  
Michel Zaitouni ◽  
Mohammed Laid Ouakouak
Keyword(s):  
Organizational Support ◽  
Perceived Organizational Support ◽  
Longitudinal Design ◽  
Full Range ◽  
Performance Outcomes ◽  
Small Sample ◽  
Equation Modeling ◽  
Employee Creativity ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this paper is to develop and empirically test a model in which antecedents of creativity are hypothesized to lead to enhance employee creativity and, subsequently, to increase innovative performance outcomes. Leader–member exchange (LMX) is posited as a moderator of the leader encouragement of creativity and employee creativity relationship. Design/methodology/approach This study is based on a sample of 163 employees working in various service organizations in Kuwait and pursuing an MBA. Structural equation modeling techniques with AMOS software were used to assess the relationships between the different constructs. Findings The findings show that all creativity antecedents are positively and significantly related to individual creativity, except for leader encouragement of creativity and perceived organizational support. The results show also that LMX mediates the relationship between leader encouragement of creativity and individual creativity, and that intrinsic motivation moderates the relationship between perceived organizational support and individual creativity. Research limitations/implications This study has several limitations including a small sample size, cross-sectional design, same-source bias and one point in time data. Future studies could examine these findings in different settings, use longitudinal design and capture a full range of creativity antecedents, Originality/value This study is the first to theorize and identify antecedents that promote individual creativity in a collectivist context (i.e. Kuwait). Moreover, this study is unique in that we predict that employee creativity is a mediating mechanism that can explain the link between creativity antecedents and creativity outcomes.

Imposing cooperation: the impact of institutions on the efficiency of cooperatives in the Philippines

2020 ◽  
Vol 14 (4) ◽  
pp. 421-440
Author(s):  
Roberto Martin N. Galang ◽  
Rouselle F. Lavado ◽  
George O. White III ◽  
Jamil Paolo S. Francisco
Keyword(s):  
Emerging Market ◽  
Research Question ◽  
The Philippines ◽  
Performance Outcomes ◽  
Organizational Size ◽  
Firm Level ◽  
Content Type ◽  
Positive Externalities ◽  
Political Structures ◽  
The Impact

Purpose The purpose of this study is to answer the research question: How do cooperative organizations perform when created by government fiat in an emerging market? Through the use of institutional and agency theory, this paper presents a comparative analysis of the efficiency of the cooperative form of organization and investor-owned firms-investigating how the social–political structures in a community affect the efficiency of cooperatives vis-à-vis investor-owned firms. This paper also attempts to offer a better understanding of how government quality and organizational size influence performance outcomes between different organizational forms specifically in the Philippines. Design Methodology Approach The empirical analysis of this study was conducted among electric distribution utilities in the Philippines. Firm-level data was generated for 133 distributors, consisting of 119 electric cooperatives and 14 investor-owned companies. Panel data regressions were ran to test all hypotheses. Findings Cooperative organizations operate at a less efficient rate than investor-owned firms in the Philippines, even when controlling for firm-specific factors such as size, customer density and profitability. In addition, the efficiency of these cooperative organizations is more strongly influenced by the quality of the local government than investor-owned firms. Originality Value Positive externalities generated by the propagation of cooperatives on local communities may be based primarily on our understanding of how cooperatives have functioned largely in western contexts. Within the context of Southeast Asia, where national socio-political structures may be more dysfunctional, this paper observes that there is an equivalent negative externality caused by the tendency of cooperatives to replicate the political mismanagement of the community around it.

Learning organization and firm performance

2018 ◽  
Vol 13 (4) ◽  
pp. 689-708
Author(s):  
C. Muhammad Siddique
Keyword(s):  
Resource Management ◽  
Firm Performance ◽  
Human Resource Management ◽  
Human Resource ◽  
Learning Organization ◽  
Organizational Support ◽  
Performance Outcomes ◽  
Superior Performance ◽  
Gulf Region ◽  
Content Type

Purpose The purpose of this paper is to identify organizational resources that may enhance the performance outcomes of a learning culture; this study was undertaken in the United Arab Emirates (UAE), an emerging economy in the Arabian Gulf region. Design/methodology/approach A survey questionnaire was used to collect data on a sample of 254 firms from the Emirates of Dubai and Abu Dhabi. The target respondents included middle to senior managers working in logistics, operations, finance and general management positions. Findings The data revealed a positive relationship between learning organization (LO) initiatives and four measures of firm performance considered in the study: employee skills development, product/service innovation, cost-effectiveness and growth in revenues. This relationship was moderated by strategic orientation of the human resource management function and perceived organizational support. Effective HRM strategies and organizational support systems were identified as critical resources that can add substantial value to the performance outcomes of an LO culture. These findings suggest that investing in the development of an LO culture makes a good business sense. Research limitations/implications Use of perceptual measures was one of the major limitations of the present study. Practical implications The largely positive impact of LO-related programs underscores the strategic importance of the LO concept to maintain superior performance outcomes in the emerging knowledge economy of UAE. Originality/value The paper represents an initial effort at making a business case for the LO concept in a non-western context. It brings into focus the role of organizational support and strategically oriented human resource management initiatives in optimizing the performance impact an LO culture.

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