Transformational leadership and success of international development projects (ID projects): moderating role of the project team size

Kaboré, Somnoma Edouard; Sané, Seydou; Abo, Pascaline

doi:10.1108/lodj-06-2020-0236

Cited by 14 publications

(21 citation statements)

References 37 publications

(94 reference statements)

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“…the fact that responses are provided by the respondents themselves (self-rating). In fact, many researchers collect data in this way (Sharma et al, 2021; Kabore et al, 2021). Thus, the technique chosen to check for common variance bias is related to Harman’s one-factor test (Podsakoff et al, 2003).…”

Section: Resultsmentioning

confidence: 99%

Linking “multi-dimensions” of relational governance and opportunism in a collectivist culture

Kaboré

Sané

2022

Int'l Jnl of Cross Cultural Management

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Transaction costs between actors in projects funded by multilateral institutions are high. And according to the theory of transaction costs, this could be explained by the omnipresence of opportunism. At the same time, these projects, like non-international projects, are exposed to high risk and socio-political complexity, including cultural complexity: local lifestyles, institutions, politics, laws and regulations, customs, practices, norms, languages, time zones, holidays, processes, contracts, conflicts and resources. It may then be difficult to exclude that the reduction of these costs may depend in particular on trust and relational norms in a collectivist culture. This research therefore aims to explore the influence of relational norms and trust on opportunism and to examine collectivist culture as antecedent to these dimensions of relational governance. The study is based on primary data collected by questionnaire from 76 international development project coordinators in Burkina Faso (West Africa). The structural equation method based on the partial least squares approach was used to test our hypotheses. Our results show that of the two dimensions of relational governance, trust is the one that has a negative and significant influence on opportunism. Furthermore, it appears that collectivist culture has a negative indirect effect on opportunism through trust. Our results make an interesting contribution by showing that using the aggregated form of relational governance rather than specific dimensions provides an imperfect and over-simplified picture of reality.

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Section: Resultsmentioning

confidence: 99%

Linking “multi-dimensions” of relational governance and opportunism in a collectivist culture

Kaboré

Sané

2022

Int'l Jnl of Cross Cultural Management

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“…the fact that the answers are provided by the respondents themselves (self-rating). In fact, many researchers collect data in this way (Sharma et al , 2021; Kaboré et al , 2021). Thus, the technique used to test for common variance bias is the “Harman's one-factor test” (Podsakoff et al , 2003).…”

Section: Resultsmentioning

confidence: 99%

“…This scale is composed of 10 items, characterising the classic constraints of project management, the specific environment of international aid projects and concerns about the results and effects of the project in the medium or long term. It has already been tested in the local African context by many researchers (Ika, 2011; Ndiaye and Sané, 2019; Kabore et al , 2021). It also has very satisfactory psychometric properties with a Cronbach's alpha of 0.84.…”

Section: Methodsmentioning

confidence: 99%

“…In this vein, with regard to the ID project, in order to be qualified as a success, it must satisfy the following conditions: (1) the deliverable must be produced according to the technical specifications on time and within budget; (2) the project deliverable must be contextualised in an internal and external environment so that it is accepted and used by clients, beneficiaries or users and satisfies its key stakeholders (Brière et al , 2021). In this perspective, we define the success of ID projects as a describable positive change brought about by the project under time, budget and quality constraints and affecting the well-being of the beneficiaries in a sustainable way (Kabore et al , 2021). Hence, any research on project success must be positioned in relation to either the criteria for project success or the critical success factors (Ika and Hodgson, 2014).…”

Section: Theoretical Framework and Research Hypothesesmentioning

confidence: 99%

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The effect of opportunism on the success of international development (ID) projects in a context dominated by a collectivist culture

Kaboré

Sané

2022

IJMPB

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PurposeThe effects of opportunism have been examined before, but not in specific contexts dominated by a collectivist culture. Thus, this research aims to examine the influence of opportunism on the success of International Development (ID) projects by incorporating a moderating factor – the collectivist dimension of national culture.Design/methodology/approachThe research is based on a primary database collected by questionnaire from 76 ID project coordinators in Burkina Faso (West Africa). The Partial Least Squares Structural Equation Method (PLS-SEM) was used to test our hypotheses.FindingsOur results show that opportunism has a direct negative impact on the success of ID projects. Similarly, the collectivist cultural context is to be considered as an independent variable and not a moderating factor. Indeed, the collectivist cultural context has an important positive influence on the project success. Our results call for the implementation of governance mechanisms (especially relational) to prevent opportunistic behaviour.Originality/valueUntil now, the study of the role of culture in the relationship between opportunism and project success has been neglected. Syntheses of the scientific literature on this topic do not mention any studies that have explored the moderating role of collectivist culture on the relationship between opportunism and project success. This is, to our knowledge, the first study conducted in Africa to examine these relationships in the context of ID projects.

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“…In this sense, a project is successful if it is managed in accordance with the time, cost, and quality triangle [29]. For our part, we define the success of international development projects as a describable positive change brought about by the project carried out under time, budget and quality constraints and affecting the well-being of beneficiaries in a sustainable way [33,34]. In an operational sense, authors such as de Wit [35] and Baccarini [26] invite us to make a distinction between management success and project or deliverable success.…”

Section: Success and Success Dimensions Of International Development ...mentioning

confidence: 99%

Project Coordinator Competence and the Success of International Development (ID) Projects: Standard Models Tested in Practice

Kaboré¹,

Sané²

2023

Entrepreneurship - New Insights

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Very few studies address the International Development project coordinators competencies and attempt to identify their correlations with project success. Thus, the objective of this correlational research is to examine, on the basis of the models, the presumed link between 46 project manager competencies and the success of ID project. The research is based on the processing, using SPSS 25.0, of a primary database collected by questionnaire from 45 project manager in Burkina Faso (West Africa). Our results show that commitment, results orientation and conscientiousness are the most relevant competences in the perception of the respondents, while human resources management, cultural aspects and knowledge of the project area are those strongest and positively correlated with the success of ID project. This research shows the importance of human, behavioral and contextual competences and is thus an educational challenge, as these types of competences require learning methods that go beyond traditional practices. The findings of this research can also help the government to recruit the most competent project managers for their official development assistance projects. Not all standard competences defined through the IPMA Competence Baseline (ICB) model are necessarily applicable in all projects. Therefore, this study updates the discussion and downsizes the number of competencies to fewer, more relevant items.

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Transformational leadership and success of international development projects (ID projects): moderating role of the project team size

Cited by 14 publications

References 37 publications

Linking “multi-dimensions” of relational governance and opportunism in a collectivist culture

Linking “multi-dimensions” of relational governance and opportunism in a collectivist culture

The effect of opportunism on the success of international development (ID) projects in a context dominated by a collectivist culture

Project Coordinator Competence and the Success of International Development (ID) Projects: Standard Models Tested in Practice

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