In today's knowledge-based business environment, intellectual capital (IC) is considered as an important contributor to project success. The aim of this paper is to question whether and, if so how, IC components (human, structural and relational capitals) influence project performance in the banking sector. Results show that all components of IC matter for project performance. More precisely, results demonstrate that a fair proportion of project performance (49.9%) is accounted for human, structural and relational capital. The study contributes to IC theory by analysing its implementation in project management and banking industry. Moreover, practical contribution of this study is that intellectual capital, with the emphasise on structural capital, is crucial for project and service-oriented sectors such as banking sector.

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This study explores the impact of perceived top management involvement and knowledge sharing on perceived project performance. Relationships are examined from a sample of CEOs, directors and project managers from one large international bank in Serbia. Our results confirm that the “human factor” is critical to project success because perceived top management commitment exerts the most relevant direct relation, in addition to having an indirect relation through perceived knowledge management. Moreover, a nontrivial proportion of perceived project success (35%) is explained through perceived top management involvement and knowledge sharing.

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