scholarly journals THE INFLUENCE OF PROJECT MANAGER’S MOTIVATION ON PROJECT SUCCESS THROUGH DEVELOPING TRUST AND KNOWLEDGE SHARIN

2020 ◽  
Vol 3 (2) ◽  
pp. 22-24
Author(s):  
Javeria Nawaz ◽  
Hammad Shahab ◽  
Muhammad Ziaullah ◽  
Hassan Raza ◽  
Muhammad Usman Sardar
Keyword(s):  
Knowledge Sharing ◽  
Field Study ◽  
Project Success ◽  
Positive Impact ◽  
Project Managers ◽  
Project Manager ◽  
Research Model ◽  
Telecommunication Sector ◽  
The Relationship ◽  
Gathering Data

The quantity for the project is expanding crosswise over numerous divisions and the related difficulties are substantial. Utilizing a field study, we aim to see how project success can be achieved through project manager motivation by having trust and knowledge sharing among employees inside an organization. Furthermore, we propose a research model that shows the relationship between project manager motivation on project success. In view of gathering data, 400 questionnaires were distributed among workers of the telecommunication sector of Pakistan. Where 16 questionnaires were not filled properly and excluded from the studies. 384 questionnaires were analyzed. Furthermore, the outcome of the gathered data is Analyzed from Smart PLS and shows the positive impact of project managers motivation over project success by sharing knowledge and trust with each other.

scholarly journals A Correlational Study on Project Management Methodology and Project Success

2019 ◽  
Vol 9 (2) ◽  
pp. 56-65
Author(s):  
Michael Pace
Keyword(s):  
Project Management ◽  
Project Success ◽  
Project Managers ◽  
Project Manager ◽  
Correlational Study ◽  
Demographic Information ◽  
Moderating Variables ◽  
Multiple Project Management ◽  
The Impact ◽  
The Relationship

Abstract This non-experimental correlational study extends previous research investigating the relationship between project management methodology and reported project success, as well as the moderating variables of industry and project manager experience. The sample included North American project managers with five years’ experience, 25 years of age or older, and experience with multiple project management methodologies. The survey instrument consisted of 58 questions, utilizing a 5-point Likert scale to record responses. The survey contained three sections, including demographic information, questions related to a successful project, and questions related to a less-than successful (failed / challenged) project. 367 usable responses were received. The examination of the constructs included Pearson’s correlation coefficient as well as linear regression to determine the impact of moderating variables. Results indicated that project management methodology has a weak correlation with reported project success, and this correlation is not moderated by industry nor project manager experience. The results did not align with previously conducted studies, illustrating a need to continue the study of methods impacting success including investigating additional moderating variables.

scholarly journals Impact of openness to experience on project success with mediating role of creativity and moderating ROLE OF uncertainty avoidance

2016 ◽  
Vol 4 (2) ◽  
pp. 58-64
Author(s):  
Marina Mailk ◽  
Keyword(s):  
Project Success ◽  
Positive Impact ◽  
Uncertainty Avoidance ◽  
Project Managers ◽  
Openness To Experience ◽  
Mediating Role ◽  
The Impact ◽  
The Relationship ◽  
Moderating Role

The purpose of the study was to examine the impact of openness to experience on project success with the mediating role of creativity and moderating role of uncertainty avoidance. Data were collected from 100 project managers by using questionnaires. In order to analyze the relationship regression and correlation techniques were used, which indicated the positive impact of openness to experience on creativity. The results of study indicated positive and significant impacts of predictors on response variables.

scholarly journals Project manager personality traits towards project success: Moderated role of working experience in perspectives of small public construction projects in Malaysia

2020 ◽  
Vol 10 (4) ◽  
pp. 234-250
Author(s):  
Syaharudin Shah Mohd Noor ◽  
◽  
Muneera Esa ◽  
Ernawati Mustafa Kamal ◽  
Aida Azlina Mansor ◽  
...  
Keyword(s):  
Personality Traits ◽  
Construction Projects ◽  
Project Success ◽  
Project Managers ◽  
Project Manager ◽  
Theoretical Research ◽  
Equation Modeling ◽  
Small Scale ◽  
Public Construction ◽  
The Relationship

Project success requires organisations and project managers to change strategies to satisfy stakeholders. Research into project success needs comprehensive analysis and approaches in various contexts, especially touching on non-technical skills (personality). This study aims to focus on examining the association of Project Manager Personality Traits (PMPTs) to the success of Small Public Construction Projects (SPCPs) and moderated by working experience. A survey was carried out to collect data using a structured Big Five Inventory (BFI) and Project Success Achieved Instrument (PSAI) questionnaire. Partial Least Squares Structural Equation Modeling (PLS-SEM) was used on a sample of 137 respondents for hypotheses testing and moderation effect analysis. Results show that PMPTs had a positive impact on the success of SPCPs. Conscientiousness (CT) and Agreeableness (AG) traits influence were more prominent when compared with other traits. While working experience does not moderate the relationship between PMPTs and the success of SPCPs. This study reflected the theoretical research of personality traits and their impact on the construction management industry. There have been limited studies of project success in the relationship with the BFI in the past, especially in the SPCPs context. The present study provides a basis for researchers interested in this area to examine further the use of BFI and PSAI as resources in other industries. Practically these findings may enable government or authorities to better align and suit project managers and their assigned project-based levels, where project managers are located in ministries overseeing small-scale projects. This study contributes theoretically to SPCPs literature by offering insights into project manager personality affecting project success and focus on selected agency in Malaysia.

scholarly journals THE EFFECT OF PROJECT MANAGER’S SOFT SKILLS ON SUCCESS OF PROJECT IN THE CONSTRUCTION INDUSTRY

2020 ◽  
Vol 1 (5) ◽  
Author(s):  
Muhammad Tahir
Keyword(s):  
Construction Industry ◽  
Interpersonal Skills ◽  
Project Success ◽  
Soft Skills ◽  
Team Building ◽  
Project Managers ◽  
Project Manager ◽  
Cross Sectional ◽  
Problem Solving Skills ◽  
The Relationship

For any project success, there are numerous factors which plays its role. The hard and soft skills of project managers also plays its role in the success of a project since these skills enable project managers to better plan, execute, and evaluate project progress. The objective of this study was to identify and test the influence of soft skills of project managers on success of a project. The study design was cross-sectional and quantitative approach based. Data is collected using the convenience non-random sampling. Results indicate that among the skills set, the highly influential skills of project manager on project success include communication skills (Beta=.394, P<.05); team building skills (Beta=.618, P<.05); and problem solving skills (Beta=.424, P<.05).Furthermore, we did not find support for the relationship between interpersonal skills and coordination skills. The Rsquare value indicated that project managers soft skills can contribute as much as 78.3% variation in the success of a project. Our results implies that organizations need to give attention to the soft skills of a project manager.

scholarly journals The Relationship between Well-Being and Knowledge Sharing

2021 ◽  
Vol 13 (9) ◽  
pp. 4978
Author(s):  
Kei Aoki
Keyword(s):  
Knowledge Sharing ◽  
Paradigm Shift ◽  
Online Survey ◽  
Positive Impact ◽  
Well Being ◽  
Control Group ◽  
User Innovation ◽  
Work Style ◽  
Financial Benefits ◽  
The Relationship

This research studies the relationship between well-being and knowledge sharing. While user innovation has garnered greater attention in recent years, the market has failed to properly incentivize the diffusion of user innovations. This study proposes that this shortcoming could be resolved through a consumer-to-consumer (C-to-C) marketplace and sheds light on non-financial benefits for the contributors, specifically, how knowledge sharing impacts contributor well-being. This research consists of two online survey studies. In both studies, the level of well-being was compared between knowledge sharing contributors and a control group using a scale developed in positive psychology. This study empirically shows that participation in knowledge sharing has a significant positive impact on contributor well-being. In a C-to-C marketplace, contributors diffuse and monetize their creations themselves, resulting in increased well-being. Contributing to knowledge sharing may be a sufficient incentive for user innovators to diffuse their innovations. The findings of this study will gain significance as the utilization of personal knowledge increases due to the expansion of the C-to-C business and the paradigm shift in work style.

The impact of project methodologies on project success in different project environments

2016 ◽  
Vol 9 (2) ◽  
pp. 364-388 ◽  
Author(s):  
Robert Joslin ◽  
Ralf Müller
Keyword(s):  
Project Success ◽  
Research Model ◽  
Content Type ◽  
Industrial Sectors ◽  
Project Environment ◽  
Project Governance ◽  
The Impact ◽  
Matching Techniques ◽  
The Relationship ◽  
Practical Implications

Purpose – The purpose of this paper is to qualitatively validate the constructs of a theoretically derived research model while gaining insights to steer the direction of a greater study on methodologies, their elements, and their impact on project success. In doing so, to investigate whether different project environments, notably project governance, impacts the relationship between methodologies and project success. Design/methodology/approach – A deductive approach was applied to validate a theoretically derived research model. In total, 19 interviews across 11 industrial sectors and four countries were used to collect data. Pattern-matching techniques were utilized in the analysis to deductively validate the research model. Findings – There is a positive relationship between project methodology elements and the characteristics of project success; however, environmental factors, notably project governance, influence the use and effectiveness of a project methodology and its elements with a resulting impact on the characteristics of project success. Research limitations/implications – Project governance plays a major role in the moderating effect of a project methodology’s effectiveness. Contingency theory is applicable to a project’s methodology’s selection and its customization according to the project environment. Practical implications – Understand the impact of project methodologies and their elements on the characteristics of project success while being moderated by the project environment, for example, the risk of suboptimal project performance due to the effectiveness of methodology elements being negatively impacted by the project environment. Originality/value – The impact of a project methodology (collection of heterogeneous-related elements) on the characteristics of project success is identified while being moderated by the project environment, notably project governance.

scholarly journals EXPLORING THE RELATIONSHIP BETWEEN PROCEDURAL JUSTICE AND INNOVATIVE WORK BEHAVIOR IN HOSPITALITY INDUSTRY

2019 ◽  
Vol 21 (1) ◽  
pp. 21-31 ◽  
Author(s):  
Noerchoidah Noerchoidah ◽  
Dhyah Harjanti
Keyword(s):  
Procedural Justice ◽  
Knowledge Sharing ◽  
Partial Least Square ◽  
Least Square ◽  
Work Behavior ◽  
Survey Method ◽  
Research Model ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
The Relationship

The purpose of this study is to examine the relationship between procedural justice, know­ledge sharing and innovative work behavior. The research model and hypothesis were developed from related literature. The data was collected through survey method on 297 supervisors of four and five star hotels in East Java, Indonesia. The obtained data from the questionnaire were tested with Partial Least Square (PLS) to investigate the research model. The results confirm that pro­cedural justice has positive impact on knowledge sharing. While the effect of knowledge sharing on innovative work behavior is another finding of this research. The implications of this study are discussed in the conclusions section of the study

Top management support and knowledge sharing: the strategic role of affiliation and trust in academic environment

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Man Fung Lo ◽  
Feng Tian ◽  
Peggy Mei Lan Ng
Keyword(s):  
Knowledge Sharing ◽  
Positive Impact ◽  
Top Management ◽  
Management Support ◽  
Research Model ◽  
Content Type ◽  
Top Management Support ◽  
Mediating Role ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive

Purpose Knowledge sharing, the most important process in knowledge management, enables knowledge-intensive organizations to foster innovations and to gain competitiveness. Universities, the best contemporary embodiments of knowledge-intensive organizations, nowadays face fiercer competition in the changing world. Knowledge sharing is the key for academic departments to gain competitive advantages through innovation. However, limited studies examined the relationships between top management support, knowledge sharing and affiliation and trust. Based on the literature review, this study developed a research model which aims to examine the relationship between top management support and knowledge sharing, and the mediating role played by affiliation and trust. Design/methodology/approach A questionnaire survey was conducted in eight universities in Hong Kong. Data gathered from 109 professoriate staff (including chairs, professors and [research] associate/assistant professors) were used to test the four hypotheses in the research model with partial least squares structural equation modeling. Findings The results showed that top management support has a positive impact on affiliation and trust, and that affiliation and trust also have a positive impact on knowledge sharing. However, this study showed an insignificant linkage between top management support and knowledge sharing. Therefore, this study confirmed the mediating role played by affiliation and trust. Practical implications Based on the results, this study provided recommendations on how academic management and knowledge management consultants increase the faculty members’ affiliation and trust, for instance, mentoring, performance appraisal system, social interactions and communication pathways. Originality/value The findings of this study contribute to the literature in two ways. First, affiliation and trust are two interplayed elements of team climate that should be considered together. Second, this study validates affiliation and trust as a full mediator between top management support and knowledge sharing.

Impact of Inclusive Leadership on Project Success

2021 ◽  
Vol 12 (1) ◽  
pp. 63-79
Author(s):  
Arslan Mir ◽  
Muhammad Rafique ◽  
Namra Mubarak
Keyword(s):  
Knowledge Sharing ◽  
Project Success ◽  
Work Behavior ◽  
Inclusive Leadership ◽  
Innovative Work Behavior ◽  
Mediating Role ◽  
Innovative Work ◽  
The Impact ◽  
The Relationship

The objective of the present study is to investigate the impact of inclusive leadership on project success with the mediating role of innovative work behavior and moderating role of knowledge sharing. Data were collected from information technology projects in Pakistan. After validating the proposed model, path analysis was conducted. The findings revealed that inclusive leadership is significantly related with innovative work behavior and project success. Further, the findings showed that innovative work mediates the relationship between inclusive leadership and project success. Moreover, knowledge sharing doesn't moderate the relationship between inclusive leadership and innovative work behavior. The theoretical and practical implications and limitations of the study are discussed in detail.

Linking transformational leadership and “multi-dimensions” of project success

2019 ◽  
Vol 13 (1) ◽  
pp. 103-127 ◽  
Author(s):  
Umer Zaman ◽  
Shahid Nawaz ◽  
Sidra Tariq ◽  
Asad Afzal Humayoun
Keyword(s):  
Transformational Leadership ◽  
Structural Equation ◽  
Structural Model ◽  
Project Success ◽  
Higher Order ◽  
Project Managers ◽  
Second Order ◽  
Equation Modeling ◽  
Content Type ◽  
The Relationship

Purpose Transformational leadership, flexibility and visibility improves project responsiveness to highly unpredictable and impactful events referred as the ‘black swans’ in mega projects (Bloch et al., 2012; Raziq et al., 2018; Zailani et al., 2016). However, these concepts have never been empirically tested in a single framework to determine their significant impact on multi-dimensional project success. The purpose of this paper is to investigate the interactional effects of project flexibility and project visibility on the relationship between transformational leadership and “multi-dimensions” of project success including meeting design goals; impact on customers and benefits to project-based organization. Design/methodology/approach Empirical data derived from cross-sectional survey of 160 project managers from telecom intensive companies in Pakistan were used to test the conceptual framework developed from recent literature. Partial least squares-structural equation modeling (PLS-SEM) provided detailed analysis of the measurement and structural model. The most recent reflective–formative PLS-SEM approach for higher-order constructs has been introduced. Findings The results indicate that project managers’ transformational leadership (β = 0.348, p < 0.01), project flexibility (β = 0.221, p < 0.01) and project visibility (β = 0.366, p < 0.01) are positively related with the multi-dimensional project success (second-order formative) construct. Interestingly, the relationship between transformational leadership and project success is influenced by significantly negative moderations established through project flexibility (β = −0.100, p < 0.01) and project visibility (β = −0.093, p < 0.05). Research limitations/implications This study in the telecom sector examined the interactional effects of risk mitigating strategies (i.e. project flexibility and project visibility) on the relationship between transformational leadership and multi-dimensional project success. This study creates a basis for future investigations extending to various project types and relevant to different industries especially those involving higher-order (formative) assessments of project success. Practical implications The study findings assist project leaders to meet their escalating commitments in achieving project success from a multi-dimensional standpoint. Additionally, this study underscores a renewed perspective of transformational leadership and project outcomes. Despite prevailing understanding developed through prior research, transformational leadership may become less favorable for project success in conditions of increased flexibility and visibility in projects. Originality/value Earlier studies have overlooked the multi-dimensional nature of project success (second-order formative) construct, despite several attempts to examine the interplay between transformational leadership and project success. Based on the knowledge gap and non-existence of empirical evidence, the authors introduced and empirically tested the moderating role of project flexibility and project visibility in the relationship between transformational leadership and multi-dimensional project success.

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