The impact of organizational support on project efficiency: evidence from Kazakhstan
-
DOIhttp://dx.doi.org/10.21511/ppm.18(4).2020.18
-
Article InfoVolume 18 2020, Issue #4, pp. 203-212
- Cited by
- 747 Views
-
472 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
Project managers from different areas struggle to find universal set of factors to achieve high project efficiency. However, the project efficiency assessment varies across industries, making it difficult to apply general concepts and guidelines in the specific project environment. The study’s main purpose is to assess the impact of organizational support on project efficiency in different areas and identify critical processes that increase it. The paper presents quantitative research results by using data from 261 project managers in the Republic of Kazakhstan during 2018–2019. The research sample consists of commercialization projects, scientific projects, social projects, and projects from the service industry. The research findings show the different quality levels of top management support and its high correlation with project efficiency. Furthermore, the study reveals the specific processes for each investigated type of project that highly correlate with project efficiency dimensions. Commercialization projects that intensively use the organizational support processes were the most efficient projects by showing the best result in cost overrun (15%) and the second resulted in schedule overrun (17%). These findings have theoretical and practical implications, supporting project managers in increasing their project efficiency by choosing the critical, proper project management tools and techniques.
- Keywords
-
JEL Classification (Paper profile tab)M10, M19, O22
-
References40
-
Tables3
-
Figures3
-
- Figure 1. Research design
- Figure 2. Organizations that participated in the survey
- Figure 3. Project efficiency indicators
-
- Table 1. The research sample
- Table 2. Organizational support quality
- Table 3. Critical organizational support processes for commercialization projects
-
- Aleksieienko, I., Leliuk, S., & Poltinina, O. (2020). Information and communication support of project management processes and enterprise value. Development Management, 18(3), 1-13.
- Ambekar, S., & Hudnurkar, M. (2017). Factorial structure for six sigma project barriers in Indian manufacturing and service industries. Total Quality Management Journal, 29(5), 744-759.
- Beringer, C., Jonas, D., & Gemünden, H. G. (2012). Establishing project portfolio management: An exploratory analysis of the influence of internal stakeholders’ interactions. Project Management Journal, 43(6), 16-32.
- Berssaneti, F. T., & Carvalho, M. M. (2015). Identification of variables that impact project success in Brazilian companies. International Journal of Project Management, 33(3), 638-649.
- Besner, C., & Hobbs, B. (2008). Project management practice, generic or contextual: a reality check. Project Management Journal, 39(1), 16-33.
- Bilan, Y., Mishchuk, H., & Pylypchuk, R. (2017). Towards sustainable economic development via social entrepreneurship. Journal of Security and Sustainability Issues, 6(4), 691-702.
- Bilan, Y., Mishchuk, H., Samoliuk, N., & Mishchuk, V. (2020). Gender discrimination and its links with compensations and benefits practices in enterprises. Entrepreneurial Business and Economics Review, 8(3), 189-204.
- Chih, Y., & Zwikael, O. (2015). Project benefit management: a conceptual framework of target benefit formulation. International Journal of Project Management, 33(2), 352-362.
- Cronbach, L. (1951). Coefficient alpha and the internal structure of tests. Psychometrika, 16, 297-334.
- Cui, Y., Jiao, J., & Jiao, H. (2016). Technological innovation in Brazil, Russia, India, China, and South Africa (BRICS): an organizational ecology perspective. Technological Forecasting and Social Change, 107, 28-36.
- Drouin, N., Bourgault, M., & Gervais, C. (2010). Effects of organizational support on components of virtual project teams. International Journal of Managing Projects in Business, 3(4), 625-641.
- Dvir, D., Sadeh, A., & Malach-Pines, A. (2006). Projects and Project Managers: The Relationship between Project Managers’ Personality, Project Types, and Project Success. Project Management Journal, 37(5), 36-48.
- Eskerod, P., Justesen, J. B., & Sjøgaard, G. (2017). Enriching project organizations with formal change agents. International Journal of Managing Projects in Business, 10(3), 578-599.
- Fortune, J., & White, D. (2006). Framing of project critical success factors by a systems model. International Journal of Project Management, 24(1), 53-65.
- Hang, D. T. T. (2019). Approaching Value for Money to assess viability of Public-Private partnership projects. Journal of International Studies, 12(1), 229-238.
- Hendriks, M. H., Voeten, B., & Kroep, L. (1999). Human resource allocation in a multi-project R&D environment: resource capacity allocation and project portfolio planning in practice. International Journal of Project Management, 17(3), 181-188.
- Johnson, J., Karen, D., Boucher, K. C., & Robinson, J. (2001). Project Management: The criteria for success. Software Magazine, 21(1), S3-S11.
- Kliestik, T., Valaskova, K., Nica, E., Kovacova, M., & Lazaroiu, G. (2020). Advanced methods of earnings management: monotonic trends and change-points under spotlight in the Visegrad countries. Oeconomia Copernicana, 11(2), 371-400.
- Kostiukevych, R., Mishchuk, H., Zhidebekkyzy, A., Nakonieczny, J., & Akimov, O. (2020). The impact of European integration processes on the investment potential and institutional maturity of rural communities. Economics and Sociology, 13(3), 46-63.
- Martinsuo, M., & Lehtonen, P. (2007). Role of single-project management in achieving portfolio management efficiency. International Journal of Project Management, 25(1), 56-65.
- Mayes, B. T., Finney, T. G., Johnson, T. W., Shen, J., & Yi, L. (2017). The effect of human resource practices on perceived organizational support in the People’s Republic of China. International Journal of Human Recourse Management, 28(9), 1261-1290.
- McManus, J. (2004). Risk Management in Software Development Projects. Butterworth-Heinemann, Oxford.
- Mukhtarova, K.S., Kozhakhmetova, A.K., Belgozhakyzy, M., Dosmbek, A., Barzhaksyyeva, A. (2019). High-tech Entrepreneurship in Developing Countries: Way to Success. Academy of Entrepreneurship Journal, 25(1), 1-10.
- Office of Government Commerce. (2004). Managing Successful Programmes (MSP). The Stationery Office (TSO), London.
- Pauceanu, A. M., & Dempere, J. M. (2018). External factors influencing Fablabs’ performance. Journal of International Studies, 11(2), 341-351.
- Paulk, M. C., Curtis, B., Chrissis, M. B., & Weber, C. V. (1995). The Capability Maturity Model for Software. Software Engineering Institute, Carnegie Mellon University, Pittsburgh, PA.
- PMI. (2003). Organizational Project Management Maturity Model (OPM3) Knowledge Foundation. PMI Standards Committee, Project Management Institute, Newtown Square, PA.
- Popova, L. V., Maslova, I. A., Korostelkina, I. A., Dedkova, E. G., Maslov, B. G., & Lozhkina, S. L. (2019). Value formation of innovative product: a way to commercialization. European Research Studies Journal, 22(2), 244-253.
- Sapountzis, S., Yates, K., Kagioglou, M., & Aouad, G. (2008). Realising benefits in primary healthcare infrastructures. Facilities, 27(3/4), 74-87.
- Shenhar, A. J., & Dvir, D. (2007). Reinventing Project Management: The Diamond Approach to Successful Growth and Innovation. Harvard Business School Press, 3(21), 213-243.
- Sturges, J., Conway, N., & Liefooghe, A. (2010). Organizational Support, Individual Attributes, and the Practice of Career Self-Management Behavior. Group & Organization Management, 35(1), 108-141.
- Swink, M., Talluri, S., & Pandejpong, T. (2006). Faster, better, cheaper: a study of NPD project efficiency and performance tradeoffs. Journal of Operational Management, 24(5), 542-562.
- Venkataraman, S. (2004). Regional transformation through technological entrepreneurship. Journal of Business Venturing, 19(1), 153-167.
- Xie, K., Song, Y., Zhang, W., Hao, J., Liu, Z., & Chen, Y. (2018). Technological entrepreneurship in science parks: A case study of Wuhan Donghu High-Tech Zone. Technological Forecasting and Social Change, 135, 156-168.
- Zhidebekkyzy, A., Kupeshova, S., & Yesmurzayeva, A. (2019). Project management in nanotechnology: A systematic literature review. Montenegrin Journal of Economics, 15(3), 227-244.
- Zwikael, O., & Globerson, S. (2004). Evaluating the quality of project planning: a model and field results. International Journal of Production Research, 42(8), 1545-1556.
- Zwikael, O. (2008). Top management involvement in project management – exclusive support practices for different project scenarios. International Journal of Managing Projects in Business, 1(3), 387-403.
- Zwikael, O. (2008). Top management involvement in project management A cross country study of the software industry. International Journal of Managing Projects in Business, 1(4), 498-511.
- Zwikael, O., & Meredith, J. (2019). Effective organizational support practices for setting target benefits in the project front end. International Journal of Project Management, 37(7), 930-939.
- Zwikael, O., Shimizu, K., & Globerson, Sh. (2005). Cultural differences in project management capabilities: A field study. International Journal of Project Management, 23(6), 454-462.