Abstract
PurposeThe purpose of this paper is to explore the influence of project management offices (PMO) in non-governmental organizations (NGOs), in fundraising linked to projects, under the theoretical lens of the resource-based view.Design/methodology/approachThrough a longitudinal analysisex post factostudy in a non-profit civil association, the authors examined by Mann-Whitney’s U tests the results before (2003-2008) and after (2009-2014) PMO implementation, to check if the office moderated the relationship between project management and fundraising for projects.FindingsMann-Whitney’s U tests showed that PMO had, in those periods, a statistically significant influence in increasing the number of projects and decreasing the mean value of their budgets (p-value<0.05).Originality/valueDespite the wide range of studies on the contribution of PMOs to internal project management, there is a lack of empirical evidence on their moderation capacity, especially in NGOs. To fill this research gap, this study investigates the moderating role of PMO in NGOs, by examining their performance on fundraising processes, to contribute to a better understanding of potential PMO effects, particularly as a moderator of the relationship between project management and projects’ fundraising.
Highlights
Many non-governmental organizations (NGOs) carry out their actions through projects related to their institutional mission (Diallo and Thuillier, 2004)
Despite the wide range of studies on the contribution of project management offices (PMO) to internal project management ( Jalal and Koosha, 2015; Lacruz, 2015; Liu and Yetton, 2007; Dai and Wells, 2004), there is a lack of empirical evidence on their moderation capacity, especially in NGOs
We can suggest that PMO contributed to a higher stability of the fundraising process and brought important benefits to NGOs, which get better conditions for planning, with less
Summary
Many non-governmental organizations (NGOs) carry out their actions through projects related to their institutional mission (Diallo and Thuillier, 2004). Public and private organizations offer resources for the development of NGOs’ projects, usually by examining proposals submitted in response to public notices. These funds tend to be smaller than NGOs’ demands, creating competition between these organizations. To deal with this situation, they tried to professionalize their management processes (Silva, 2010; Alvarez, 2009), and PMOs have proved to be a useful unit (Project Management Institute (PMI), 2013), with a central role in the search for resources, since its main objective is to make project management more efficient (Stanleigh, 2006)
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