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In this study, the authors sought to investigate how the implicit social ties of both project owners and potential backers are associated with crowdfunding project success.

Drawing on social ties theory and factors that affect crowdfunding success, in this research, the authors developed a model to study how project owners' and potential backers' implicit social ties are associated with crowdfunding projects' degrees of success. The proposed model was empirically tested with crowdfunding data collected from Kickstarter and social media data collected from Twitter. The authors performed the test using an ordinary least squares (OLS) regression model with fixed effects.

The authors found that project owners' implicit social ties (specifically, their social media activities, degree centrality and betweenness centrality) are significantly and positively associated with crowdfunding projects' degrees of success. Meanwhile, potential project backers' implicit social ties (their social media activities and degree centrality) are negatively associated with crowdfunding projects' degrees of success. The authors also found that project size moderates the effects of project owners' social media activities on projects' degrees of success.

This work contributes to the literature on crowdfunding by investigating how the implicit social ties of both potential backers and project owners on social media are associated with crowdfunding project success. This study extends the previous research on social ties' roles in explaining crowdfunding project success by including implicit social ties, while the literature explored only explicit social ties.

The purpose of this paper is to focus on investigating the impact of crowd participation on degree of project success, which is defined as the total amount of funds a project can obtain after it reaches its initial funding goal threshold.

Drawing on the theory of crowd capital, this study develops six hypotheses about the impact of crowd capability of a fundraiser (i.e. project updates, goal setting, reward levels and social media usage) and crowd participation (i.e. namely, funds pledge and on-site communication) on degree of project success. The hypotheses are tested using data sets of successful projects collected from two popular crowdfunding websites.

This study finds that funds pledge has an inverse U-shaped relationship with degree of project success. Project updates, reward levels and on-site communication positively influence degree of project success, while funding goal negatively affects degree of project success.

This study contributes to prior literature by investigating the degree of project success determinants using the perspectives of both fundraisers and crowds, which provides a more comprehensive understanding of what makes a crowdfunded project a success.

The empirical results of this study provide fundraisers with guidelines about how to access more funds after achieving the initial funding goals.

This work is one of the first to investigate the degree of project success and its determinants from the perspectives of both fundraisers and crowds.

Literature reveals that there is a paucity of instruments to measure multidimensional top management support (TMS). The multidimensionality and the complexity of the TMS cannot be reflected by a single-dimensional construct. The purpose of this paper is to develop and validate an instrument for the measurement of multidimensional TMS.

In this cross-sectional study, exploratory and confirmatory factor analyses were performed to check the validity and model fitness based on sample data collected from the PMI community. Ordinary least square and structural equation modeling techniques were used to test the research hypotheses and validate multidimensional TMS.

The findings revealed a significant positive correlation among all dimensions of top management and their significant influence on project success, especially on project efficiency and team dimensions.

Based on the existing knowledge through a coherent and refined process, the development and validation of a top management support questionnaire (TMSQ) made a significant contribution to theories and research methods.

Multidimensional TMS provides an opportunity to ensure provision of apt assistance throughout the implementation of projects for improving organizational performance across the industries.

This study targeted a sample size of 300 to develop and validate an instrument, which is in line with previous research studies on the development and validation of a reliable instrument. To operationalize TMSQ, this study adopted an online survey and received 208 responses (69 percent) from the PMI community.

Few scholars have been cited as frequently as Pinto, Slevin, and Prescott for their contributions to project success and related critical success factors (CSF) in the 1980s. Studies since then built on their articles to broaden and refine our understanding of the topic. The purpose of this paper is to discuss the reasons for the impact of these seminal contributions and how the topic of project success continues to evolve.

The paper analyses the popularity of Pinto and his colleagues' contributions to project success and reviews the development of this field of research since then.

Project success remains a vibrant school of thought as do the earlier definitions, measurement scales and dimensions, and assessment techniques that Pinto and his colleagues developed. The authors view success more broadly and think of it strategically because they consider longer‐term business objectives. Some research is now based on managerial or organizational theories and reflects the multi‐dimensional and networked nature of project success.

Practically, the classic contributions in project success continue to be valid. The authors see diversity in how success is defined and measured. The CSFs vary by project types, life cycle phases, industries, nationalities, individuals, and organizations.

The paper relates earlier understandings of project success to subsequent research in the field and underscores the significant findings by Pinto, Slevin, and Prescott.

Social interaction in comment sections has become a key factor for backers' decision making in crowdfunding platforms. However, current research on the two-way social interaction in crowdfunding is insufficient, and there exist inconsistent conclusions. This study focuses on the social interaction between creators and backers and explores its influence on the successful exit of crowdfunding projects.

The extended Cox model is used for the empirical analysis of 1,988 crowdfunding projects on the Modian (www.modian.com) platform, a crowdfunding platform for cultural and creative projects in China. The two-way social interaction is reflected in comment quantity and sentiment, as well as reply rate.

Results reveal an inverted U-shaped relationship between comment quantity/sentiment and the successful exit of crowdfunding projects. This relationship is strengthened by high reply rate.

This study focuses on comment quantity and sentiment. The inverted U-shaped results reconcile previous conclusions. Replies from creators are regarded as a separate factor, and their moderating role is explained. The study research proves the importance of social interaction in crowdfunding platforms and provides suggestions for backers, creators and platform managers.

The purpose of this paper is to review the existing literature on project success in academic journals, specifically within the context of construction engineering and management (CEM). It also aims to provide a holistic picture of existing research and to identify research implications in this specific area.

The paper is an extensive literature review of a total of 164 peer-reviewed journal papers between 2007 and 2017, using a mixed bibliographic and bibliometric method that considers annual circulation, institutional and regional contributions, author contributions, citations, categories of research methods and keywords networking.

There has been an increasing research interest in CEM project success. The largest number of published studies targets the developed regions, especially in Hong Kong, whereas the papers related to the developing economies remain weak. Questionnaire, interview and case study have comprised the main data collection methods, and descriptive data analysis was performed in most of the case/field studies. The subtopic related to the critical success factors (CSFs) is considered as the most popular in the keywords network in the targeted research area. Four implications, namely, megaproject success, project success in developing countries, relationships between CSFs and success outcomes, and the influence of human factors are highlighted in future research.

This paper departs from earlier research by using a mixed bibliographic and bibliometric method, especially facilitating to analyze and illustrate the interlinkages between keywords effectively. Additionally, it provides a clear picture of the existing literature on CEM project success, which contributes to insights for successful construction project management. Finally, the holistic analysis identifies gaps in the body of knowledge, revealing avenues for future research.

Product development projects can be utilized to create not only new products or services but also competitively important capabilities on how to work with product development. The resulting capabilities can be, and often are, as important as the product itself. Although there is potential for an organization to improve product development performance, most organizations can learn even more from their development experiences. A reliance on post‐project reviews to share knowledge across projects is doomed to fail, since it usually is of low priority and does not capture the complexity of development projects. The aim of this research is to investigate what organizations can do to reduce the effect of losing valuable experience gained in product development projects.

A multiple case study approach, using both qualitative and quantitative data, is used to perform a study of two high‐tech product development organizations with respect to their inter‐project improvement activities. A framework concerning inter‐project improvement is presented, containing concepts such as levels of learning, improvement content, and axes of improvement.

To avoid losing valuable experience, an organization should use multiple strategies to share knowledge across projects. Examples of successful strategies are to use a well‐established product development process, professional full‐time project managers as well as modularization of the product.

Although research on organizational learning in product development has increased significantly during the last few years, this research contributes to a deeper understanding of inter‐project improvement by combining perspectives from quality management, organizational learning, and knowledge management.