Heterogeneity and perception congruence of project outcomes

Abstract

This study examines the impact of project manager and practitioner heterogeneity on congruent perceptions of the outcome of service operations projects. More specifically, the study focuses on congruence in the formation and subsequently revision of project outcome perceptions of service operations. Data was obtained from one thousand four hundred and thirteen project management practitioners and subsequently analysed using multi-layered and combined statistical methods. The results suggest that perception congruence, that is relationships or agreements between different stakeholders, may be impacted by age and role heterogeneity of project managers and practitioners, but not gender.

The Influence of Project Manager’s Age on Project Success

“…Compared to younger project managers, older project managers allocated greater significance on project control and extra-organizational objectives (Chipulu et al, 2014). In their study, Chipulu et al (2014) and Ojiako et al (2015) claimed agreements between stakeholders and project managers are also influenced by age. During project implementation and handover stages, older project managers had more chance of changing their initial judgment (Ojiako et al, 2015).…”

“…In their study, Chipulu et al (2014) and Ojiako et al (2015) claimed agreements between stakeholders and project managers are also influenced by age. During project implementation and handover stages, older project managers had more chance of changing their initial judgment (Ojiako et al, 2015). In contrast with Chipulu et al (2014), Larsson et al (2015) argued project success is not influenced by project managers' age.…”

A dimensional analysis of stakeholder assessment of project outcomes

“…What is deemed to be a successful or a failed project is largely determined by the network of stakeholders involved in the project (Pinto and Slevin 1988;Wateridge 1995;Lim and Mohamed 1999;Van der Panne et al 2003;Bryde and Robinson 2005;de Vries, 2009;Chipulu et al 2014;Davis, 2014;Ojiako et al 2014Ojiako et al , 2015Kannan 2017). By stating that stakeholders possess the necessary "interests to assist or hinder the organization's objectives" (Phillips et al 2003, p. 481), the literature offers a logical notion that there is a need for organisations to be judicious of how different stakeholders assess project outcomes (Harrington et al 2016).…”

“…Secondly, the range of relationships that exist between organisations and stakeholders and among stakeholders themselves because such relationships are largely framed around different strategic priorities (Bundy et al 2018), are extremely complex (Godenhjelm and Johanson 2016;McGivern et al 2017), involves complex managerial balancing (Tantalo and Priem 2016) and can be transformed over time (Friedman and Miles 2002). Finally, project stakeholders are heterogeneous and this heterogeneity leads to considerable differences in terms of how various stakeholders assess project outcomes (Bridoux and Stoelhorst 2014;Chipulu et al 2014;Hall et al 2014;Ojiako et al 2014Ojiako et al , 2015.…”

An examination of the ‘rule of law’ and ‘justice’ implications in Online Dispute Resolution in construction projects

“…In addition to the eight responses obtained from the pilot study, we eventually sampled an additional 123 respondents. Following a process undertaken in previous studies to cater for missing value handling (Ojiako et al, 2011(Ojiako et al, , 2015Chipulu et al, 2014), and aimed at achieving enhanced validity for the data analysis, of the questionnaires surveys returned, 31 were excluded from the final analysis due to missing values for some questions. This left a total of 92 usable responses for the data analysis (The original 8 responses from the piloting were also excluded).…”