Project Governance and Project Performance: The Moderating Role of Top Management Support

Project governance (PG) has been primarily acknowledged as critical by researchers and practitioners in regard to successfully executing projects. However, project governance of public projects has received less attention from researchers. Therefore, in this study, we studied the effects of project...

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Bibliographic Details
Published inSustainability Vol. 14; no. 5; p. 2516
Main Authors Fareed, Muhammad Zeeshan, Su, Qin
Format Journal Article
LanguageEnglish
Published Basel MDPI AG 01.03.2022
Subjects
Economic statistics
Hypotheses
Literature reviews
Managers
Project management
Public sector
Success
Sustainability
Pakistan
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Summary:Project governance (PG) has been primarily acknowledged as critical by researchers and practitioners in regard to successfully executing projects. However, project governance of public projects has received less attention from researchers. Therefore, in this study, we studied the effects of project governance and top management support (TMS) on project performance (PP) and their interactions in public sector projects. Using the lens of resource dependence theory (RDT), we hypothesize whether TMS moderates the impact of PG on PP. A quantitative deductive approach was employed to examine this relationship. Quantitative data were collected using a structured questionnaire from 346 project managers, team members, and stakeholders. Our results indicated that PG and TMS are positively significantly correlated with project performance. Moreover, we found that TMS acts as a quasi-moderator in the relationship between PG and PP.
ISSN:2071-1050
2071-1050
DOI:10.3390/su14052516