Information systems project team members: factors for high performance
ISSN: 1754-2731
Article publication date: 14 January 2021
Issue publication date: 28 October 2021
Abstract
Purpose
The main aim of this study is to contribute to the discussion on the factors that can influence the high performance of information systems (IS) project team members, from the individual perspective. This study also allows both IS project team members and their managers to have a thorough picture of high-performing project teams, helping them improve team design, management and performance in today's demanding business environment.
Design/methodology/approach
To address the research questions, the authors carried out an exploratory case study of a small-sized holding company and a qualitative analysis of the data.
Findings
Results show a set of perceived factors that can influence (facilitate/hinder) the high performance of IS project team members. “Proper reward systems” was the most mentioned facilitating factor. “Negative affectivity” and “Lack of competence” were the two most referred as hindering factors. Most of the perceived factors are classified in the literature as non-technical.
Originality/value
Besides being among the very few empirical studies consolidating knowledge on the high performance of IS project team members, this paper extends the authors' previous research (done at the team level) to the individual team member level (as opposed to the team or organizational levels). In spite of IS being a highly technical industry, this study came across mostly human-centered factors transversal to different professionals (IS and non-IS) involved in project teams.
Keywords
Acknowledgements
The authors would like to thank Luís Silva for his collaboration in collecting the data and the reviewers for their helpful comments and suggestions.
Citation
Moura, I., Dominguez, C. and Varajão, J. (2021), "Information systems project team members: factors for high performance", The TQM Journal, Vol. 33 No. 6, pp. 1426-1446. https://doi.org/10.1108/TQM-07-2020-0170
Publisher
:Emerald Publishing Limited
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