Abstract
Abstract Paper aims Although many researchers have identified important factors for project success, there is no consensus with regard to all the factors that influence project success. This work aims to assess organizational factors that influence project success in automotive firms. Originality Few studies have analyzed the integrated relationship between organizational factors and project success. Research method The study carries out a quantitative survey on a sample of 72 companies. Data were analyzed through confirmatory factor analysis. Main findings The results show that the variable that most influences project success is ‘organizational culture’, followed by ‘change management’, and ‘top management support’. The results also indicate that a culture of flexibility and a climate that supports innovation tend to positively influence project performance. Implications for theory and practice The findings suggest that it is relevant to focus attention on human resource development, empowerment, and teamwork within the context of project management.
Highlights
The company’s competitiveness partly depends on the success of its projects
Main findings: The results show that the variable that most influences project success is ‘organizational culture’, followed by ‘change management’, and ‘top management support’
The literature indicates that good individual management of the five investigated factors—top management support, communication, change management, organizational culture, and training—favor the success of projects, this study may contribute to the literature by offering a model that considers, in an integrated way, the analysis of the impact of these factors on the success of projects, this being a relevant contribution to this work
Summary
The company’s competitiveness partly depends on the success of its projects. Project success is the closure of a project within scope, time, cost, quality, resources, and risk as agreed between project managers and top management (Heldman, 2011; Jha & Iyer, 2007). The first studies about project success considered the ‘iron triangle’, which includes factors related to project conclusion on time, on budget, and according to quality specifications as a measure of project success (Pinto & Slevin, 1987; Heldman, 2011). Berssaneti et al, 2016; Müller et al, 2018; Rabechini Junior et al, 2010; Shenhar & Dvir, 2007; Söderlund, 2011). In this sense, Müller et al (2018) emphasized the importance of managing people in projects by suggesting a framework for understanding the interaction between person‐centered leadership and team-centered leadership by individuals in the project team. Müller et al (2018) emphasized the importance of managing people in projects by suggesting a framework for understanding the interaction between person‐centered leadership and team-centered leadership by individuals in the project team. Martinsuo & Hoverfält (2018) suggested that
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