Impact of project governance on project success, with mediating role of organizational support and project team cohesion

Abstract

Purpose The purpose of this study is to determine how project governance influences project success. According to the authors, such an effect is mediated by organizational support and project team cohesion. The direct and indirect effects of organizational support and project team cohesion provided helpful information. The authors’ objective is to contribute to the project management knowledge of how project team cohesion plays a significant role in project success. Design/methodology/approach Data were collected from 350 employees working in Pakistan’s oil and gas industry. Four prime oil and gas exploration companies were selected as samples based on their contribution to the revenue. SPSS v23 and AMOS v23 were used for constructing structural equation modeling and path analysis to examine the direct and indirect effects. Findings The results revealed that project governance is positively related to project success. Furthermore, organizational support and project team cohesion mediated the relationship between project governance and project success. Originality/value Team cohesion has been primarily a topic of interest in sports psychology literature, education and medical sciences. There is an expressed need to investigate team cohesion issues in the broad domain of organizational development, specifically the project management literature. This study contributed by discussing team cohesion in the project context. Second, project governance was investigated using the conservation of resources theory. The lens of intellectual capital was applied to examine intangible resources of project governance like rules, regulations and directives for project success.

The effect of governance and governmentality on project portfolio success

“…As indicated in Table 4, the results of governance support the proposed hypothesis 1 (there is a positive relationship between governance and project portfolio success) with a strong positive correlation of r = 0.597 and a significant correlation of p < 0.001. These results confirm observations by other scholars (Irfan & Hassan 2019;Ul Musawir et al 2017;Waseem et al 2022;Young et al 2020). Moreover, the results correspond with the outcome of a similar study that was conducted at the project level (Joslin & Müller 2016).…”

“…There is a considerable progress in research that examines project governance and its relationship to project success (Irfan & Hassan 2019;Joslin & Müller 2016;Ul Musawir et al 2017;Waseem, Iqbal & Khan 2022;Young et al 2020). However, this advancement has not been made at project portfolio level.…”

An investigation of how stakeholders influence construction project performance: a small and medium sized contractor’s perspective in the Jordanian construction industry

“…According to Venkatraman (1989), the impact of a predictor variable on a predicted variable is dependent on the fit between a predictor and a moderator variable. For example, Naeem et al (2018) utilised the concept of moderation fit to examine the moderation impact of organisational culture on the relationship between project risk management (predictor variable) and project success (predicted variable). They found that adding organisational culture as a moderator variable weakened the relationship between risk management and project success.…”

Moderating effect of Nigerian government policy support on the relationship between project management framework and emerging construction contractors' sustainability

“…One way of job creation for developing countries is the ECCs engagement in projects due to the large manual labour force, but the success rate regarding quality, time, cost, and scope is not impressive. Naeem et al (2018) affirmed that construction project success and performance depend on all-inclusive planning from project formation to completion via a project management approach. Many emerging construction contractors, especially in developing countries, lack training and the ability to institute plans to manage business risks (Amoah and Bikitsha, 2021).…”