The purpose of this paper is to identify and complete the existing lack of quantitative data at the crossroads between organizational support (OS) practices and project management success in global projects (GPs) and discuss implication of the results in perspective of the theory–practice gap.
Building on classical organizational theory and GP knowledge areas, a survey addressing GP practitioners was designed. This paper focuses on OS practices as success factors and addresses a subset of the survey (1,170 respondents across 74 countries).
OS practices included in the study were found to have high importance for managerial success. OS practices for selection and training of team members show significant correlation with project efficiency but have low adaptation in many organizations. Statistically significant correlations were found to be weaker than expected, indicating that the relation between OS practices (as success factors) and project efficiency (as success criteria) is more complex than expected.
The work constitutes opinion-based research and is vulnerable to variations in OS practices and the definition of success in different organizations and industries. The granularity level of the theoretical framework brought about relative high-level survey questions and may impact the applicability of the results.
To improve the efficiency of GPs, better implementation of OS practices for selection processes and training personnel has been suggested.
The theoretical alignment of classical organizational variables with GP knowledge areas and associated practices provides an original approach to the “theory–practice gap” discourse.
The authors would like to acknowledge the practitioners involved for their answers to the survey and the parent organizations for supporting the research.
Fossum, K.R., Binder, J.C., Madsen, T.K., Aarseth, W. and Andersen, B. (2020), "Success factors in global project management: A study of practices in organizational support and the effects on cost and schedule", International Journal of Managing Projects in Business, Vol. 13 No. 1, pp. 128-152. https://doi.org/10.1108/IJMPB-09-2018-0182
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