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The dependence upon context of project critical success factors: test of the contingency hypothesis and effects of technological uncertainty and collectivism culture

The dependence upon context of project critical success factors: test of the contingency hypothesis and effects of technological uncertainty and collectivism culture
The dependence upon context of project critical success factors: test of the contingency hypothesis and effects of technological uncertainty and collectivism culture
Although the relationship between critical success factors (CSFs) and project performance is established, evidence regarding the dependence on the context of CSFs is patchy. To advance this field, we conduct two complementary studies. Study 1 examines contingency theory regarding managerial CSFs using survey responses (N = 211) of project management professionals from the United Kingdom. Using survey data from projects (N = 336) in the United Kingdom, Study 2 examines the contextual dependence of managerial CSFs in a moderated-moderation, theoretical framework whereby project technological uncertainty moderates the relationship between managerial CSFs and project execution and efficiency, and in-group collectivism culture of the executing organisation moderates the effect of technological uncertainty. Results confirm that external and internal contexts influence managerial CSFs. Managerial CSFs have a greater than expected influence on project execution and efficiency. The positive effect of managerial CSFs is weaker when technological uncertainty is high. When technological uncertainty is high, the effect of managerial CSFs strengthens as levels of in-group collectivism culture increase. However, when technological uncertainty is low, the effect of managerial CSFs weakens as levels of in-group collectivism culture increase. We discuss the managerial and theoretical implications.
Project failure; Project execution and efficiency; Managerial critical success factors; Project technological uncertainty; In-group collectivism culture; Contingency theory
0953-7287
Chipulu, Maxwell
12545803-0d1f-4a37-b2d2-f0d21165205e
Vahidi, Ramesh
74f9288f-a35c-4a3e-990b-d22deb0c9590
Chipulu, Maxwell
12545803-0d1f-4a37-b2d2-f0d21165205e
Vahidi, Ramesh
74f9288f-a35c-4a3e-990b-d22deb0c9590

Chipulu, Maxwell and Vahidi, Ramesh (2019) The dependence upon context of project critical success factors: test of the contingency hypothesis and effects of technological uncertainty and collectivism culture. Production Planning & Control. (doi:10.1080/09537287.2019.1702733).

Record type: Article

Abstract

Although the relationship between critical success factors (CSFs) and project performance is established, evidence regarding the dependence on the context of CSFs is patchy. To advance this field, we conduct two complementary studies. Study 1 examines contingency theory regarding managerial CSFs using survey responses (N = 211) of project management professionals from the United Kingdom. Using survey data from projects (N = 336) in the United Kingdom, Study 2 examines the contextual dependence of managerial CSFs in a moderated-moderation, theoretical framework whereby project technological uncertainty moderates the relationship between managerial CSFs and project execution and efficiency, and in-group collectivism culture of the executing organisation moderates the effect of technological uncertainty. Results confirm that external and internal contexts influence managerial CSFs. Managerial CSFs have a greater than expected influence on project execution and efficiency. The positive effect of managerial CSFs is weaker when technological uncertainty is high. When technological uncertainty is high, the effect of managerial CSFs strengthens as levels of in-group collectivism culture increase. However, when technological uncertainty is low, the effect of managerial CSFs weakens as levels of in-group collectivism culture increase. We discuss the managerial and theoretical implications.

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The dependece of Project Critical Successful factors upon context- culture and uncertainty PPC Accepted Manuscript - Accepted Manuscript
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Accepted/In Press date: 5 December 2019
e-pub ahead of print date: 13 December 2019
Keywords: Project failure; Project execution and efficiency; Managerial critical success factors; Project technological uncertainty; In-group collectivism culture; Contingency theory

Identifiers

Local EPrints ID: 436615
URI: http://eprints.soton.ac.uk/id/eprint/436615
ISSN: 0953-7287
PURE UUID: 9068df06-cf66-4221-8ba9-12229764a621
ORCID for Maxwell Chipulu: ORCID iD orcid.org/0000-0002-0139-6188

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Date deposited: 18 Dec 2019 17:30
Last modified: 29 Oct 2023 07:01

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Contributors

Author: Maxwell Chipulu ORCID iD
Author: Ramesh Vahidi

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