Practices in Project Management According to Charles Handy's Organizational Culture Typologies

Silva, Marcela do Carmo; Gomes, Carlos Francısco Sımões

doi:10.1016/j.procs.2015.07.074

Cited by 4 publications

(2 citation statements)

References 8 publications

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“…Kivrak et al (2014) also showed that collectivism is conducive to knowledge sharing, though only within a project team (not with outsiders). Silva and Gomes (2015) conducted research focusing on the typology of cultures proposed by Handy (1983), who identified four characteristic types of organizational culture: power-, role-, goal-and people-oriented cultures. It is worth noting here that the goal culture is directly referred to as the task or project-oriented one.…”

Section: Organizational Culturementioning

confidence: 99%

Organizational culture and project management methodology: research in the financial industry

Piwowar‐Sulej

2021

IJMPB

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PurposeOrganizational culture has an impact on various activities in organizations, including project management (PM). The aim of the study is to answer the following research questions: RQ1: what significance is attributed to organizational culture compared to the objective project characteristics when choosing the dominant PM methodology in organizations? RQ2: which type of organizational culture is preferred for successful implementation of different PM methodologies? RQ3: what kind (if any) of relationship exists between the dominant type of organizational culture in organizations and the dominant PM methodology?Design/methodology/approachThe author surveyed 100 project managers working in the financial industry in Poland with the use of personal structured interviews. The competing values framework (CVF) concept authored by Cameron and Quinn was used.FindingsProject managers find organizational culture more important than objective project characteristics when choosing the dominant PM methodology in an organization. Although statistical analysis revealed a significant relationship between the preferred type of organizational culture and PM methodology, there is no significant relationship between the existing type of organizational culture and the PM methodology which prevails in the company.Research limitations/implicationsFuture research should investigate other industries and other typologies of organizational culture.Practical implicationsThe paper provides recommendations for management practice on how to shape organizational culture in the context of successful PM with the application of different PM methodologies.Originality/valueThis study fills a gap in the theory of PM by identifying and empirically verifying the theoretical linkage between the type of organizational culture and PM methodology.

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Section: Organizational Culturementioning

confidence: 99%

Organizational culture and project management methodology: research in the financial industry

Piwowar‐Sulej

2021

IJMPB

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“…The project manager’s work is viewed as harmonizing a procedure of consistent functions that are neither entirely random nor strictly programed but are variable as the project stages develop (Ferreiraa et al , 2013). Additionally, the management science and decision support methods along with organizational culture support the project managers in making multifarious decisions in PM practices (Silvaa and Gomes, 2015).…”

Section: Literature Reviewmentioning

confidence: 99%

Factor analyzing project management practices in the United Arab Emirates

Ajmal

Malik

Saber

2017

IJMPB

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Purpose The purpose of this paper is to examine the underlying dimensional structure of project management practices to identify key factors that underpin the successful completion of projects. Design/methodology/approach It employs exploratory factor analyses to investigate the interrelationships of the survey items synthesized from the literature by retaining and reorganizing the important information from the original data while redundant information is removed. Findings The nine theoretical constructs comprising 64 items were coalesced onto five latent constructs comprising 50 items while explaining 50.914 percent of the total variance. The extracted five constructs that describe the best project management practices have been labelled risk management, organizational culture, stakeholder approach, management approach, and project leadership. Practical implications The study results benefit both practitioners and the academic community as five broad categories of best project management practices are identified and their interdependencies are established. Project management professionals can use the latent factors as the critical factors for project success, whereas the research community can use the authors’ results to build higher order structural models and to test hypotheses by linking the latent variables with project performance measures. Originality/value The study contributes to the discourse on project management by identifying critical practices that contribute to the successful completion of projects.

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Organizational culture as a risk factor in projects

Piwowar‐Sulej¹

2020

Contemporary Organisation and Management. Challenges and Trends

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Practices in Project Management According to Charles Handy's Organizational Culture Typologies

Cited by 4 publications

References 8 publications

Organizational culture and project management methodology: research in the financial industry

Organizational culture and project management methodology: research in the financial industry

Factor analyzing project management practices in the United Arab Emirates

Organizational culture as a risk factor in projects

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