2014
DOI: 10.1287/isre.2014.0523
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Project Managers' Practical Intelligence and Project Performance in Software Offshore Outsourcing: A Field Study

Abstract: Full terms and conditions of use: http://pubsonline.informs.org/page/terms-and-conditionsThis article may be used only for the purposes of research, teaching, and/or private study. Commercial use or systematic downloading (by robots or other automatic processes) is prohibited without explicit Publisher approval, unless otherwise noted. For more information, contact permissions@informs.org.The Publisher does not warrant or guarantee the article's accuracy, completeness, merchantability, fitness for a particular… Show more

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Cited by 44 publications
(27 citation statements)
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References 99 publications
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“…Company deals with this issues by assigning project manager considering a number of criteria such as relevant project experience, complexity of earlier project project, and familiarity with the context of the project. This policy fit perfectly with the Practical Intelligence concept developed by Langer et al [26].…”
Section: Project Managementsupporting
confidence: 69%
“…Company deals with this issues by assigning project manager considering a number of criteria such as relevant project experience, complexity of earlier project project, and familiarity with the context of the project. This policy fit perfectly with the Practical Intelligence concept developed by Langer et al [26].…”
Section: Project Managementsupporting
confidence: 69%
“…The effect of managers on team performance was studied by Langer et al [2014] and by Maruping et al [2015]. Langer et al [2014] studied the relation of managers' practical intelligence and job performance and found that software projects with schedule pressure benefited from a manager who scored high on practical intelligence. Practical intelligence is related to "resolving unexpected and difficult situations that often cannot be resolved using established processes and frameworks."…”
Section: Effect On Individualsmentioning
confidence: 99%
“…The authors stated that the link between schedule pressure and quality could not be investigated due to data limitations. Langer et al [2014] investigated the practical intelligence of project managers, that is, "capability to resolve project related work problems," in offshore outsourcing projects, which, according to the authors, are particularly prone to information constraints and unforeseen events. The data consisted of 530 projects with archival data and 209 project managers for whom the practical intelligence measure was collected with a critical incident questionnaire with openended questions that were scored by experts.…”
Section: Effect On Outcome -Time-cost-quality Scopementioning
confidence: 99%
“…Furthermore, because a rating of 1 is better than a rating of 4, any increase in this rating indicates a decrease in employee performance. In order to interpret the coefficients with ease, we use PerfRating (computed as -1*Employee Rating) in our analysis (Langer et al 2014). As Table 1 shows, the average performance rating is -1.776.…”
Section: Femalementioning
confidence: 99%
“…To do these tasks, PMs need to interact with multiple stakeholders, such as the project team, clients, and senior managers. To ensure efficacious project delivery, PMs not only need to employ communication, project management, and leadership skills but also be versed in project-related technologies and business domains (Langer et al 2014). A typical PM would have 8 to 15 years of work experience.…”
Section: Managermentioning
confidence: 99%