Rethinking the roles of project management maturity and organisational culture for perceived performance: an empirical study based on German evidence Online publication date: Tue, 02-Jun-2020
by Ronald Busse; Hasan Zafer; Malcolm Warner
European J. of International Management (EJIM), Vol. 14, No. 4, 2020
Abstract: Scholars and practitioners alike have long been concerned with identifying those factors that account for most relevant impact on project success. We now add to the existing body of knowledge in this article, by re-appraising the roles of Project Management Maturity (PMM) and Organisational Culture (OC) for several performance indicators. Our work is a replication which questions the results of Yazici's US-focused prior research. We collected fresh primary data from 66 German project managers that we processed using structural equation modelling. Based on partial least squares path modelling, two major contributions emerge. First, and contrary to the original study, we found a significant effect of perceptions of PMM on those of project and firm performance. Second, and in line with Yazici, we confirmed the positive correlation between perceived clan-culture orientation and perceived project performance. Our research findings are discussed in the light of how practising managers may benefit from our recommendations.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the European J. of International Management (EJIM):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com