Title: Project control mechanisms in non-project-based organisations in Asia

Authors: Prasad Gyawali; Yin Tao; Ralf Müller

Addresses: PM Concepts AB, Sjöbogatan 10, 212 28 Malmö, Sweden ' PM Concepts AB, Sjöbogatan 10, 212 28 Malmö, Sweden ' Umeå School of Business, BI Norwegian Business School, Sjöbogatan 10, Malmö, 212 28, Sweden

Abstract: This study investigates the contingency between project type and project control mechanisms for projects done in non-project-based organisations in Asia. Seven case studies were conducted in China and Nepal, where project managers were repeatedly interviewed. An interpretivistic investigation using semi-structured interviews and qualitative analysis was conducted. Four project types (depending on clearness of goals and methods) and their distinct organisational control mechanisms (bureaucratic behaviour, bureaucratic output, clan and self control) were identified, showing a contingency between type of project and control mechanisms employed. Furthermore, the application of control tools within control mechanisms was investigated. Results showed variance across project type. The study results have implications for the staffing of projects, reward systems and the level of authority granted to project managers.

Keywords: project control; project management; control mechanisms; control tools; non-project based organisations; project governance; China; Nepal; project staffing; reward systems; authority levels.

DOI: 10.1504/IJPOM.2013.058380

International Journal of Project Organisation and Management, 2013 Vol.5 No.4, pp.312 - 333

Received: 21 Jun 2010
Accepted: 15 Jul 2011
Published online: 31 Jan 2014 *

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