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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Published in | Sustainability Vol. 14; no. 5; p. 2516 |
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Format | Journal Article |
Language | English |
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Abstract | 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. |
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AbstractList | 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. |
Author | Su, Qin Fareed, Muhammad Zeeshan |
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CitedBy_id | crossref_primary_10_1109_EMR_2022_3200408 crossref_primary_10_3389_fpubh_2022_813828 crossref_primary_10_3390_ijerph20010894 crossref_primary_10_1080_10429247_2024_2369452 crossref_primary_10_1177_21582440231195685 crossref_primary_10_1007_s12144_023_04994_3 |
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