Title: The role of project management maturity and ...



Title: The role of project management maturity and organizational culture in perceived performance.

Authors:

Yazici, Hulya Julie1

Source: Project Management Journal; Sep2009, Vol. 40 Issue 3, p14-33, 20p, 9 charts, 1 graph

Article

*ORGANIZATIONAL effectiveness; *INDUSTRIAL efficiency; *CORPORATE culture; *SERVICE industries; *MANUFACTURING industries

Geographic Terms:

UNITED States

Author-Supplied Keywords:

clan; organizational culture; project management maturity; project performance

NAICS/Industry Codes :

333319 Other Commercial and Service Industry Machinery Manufacturing

423850 Service Establishment Equipment and Supplies Merchant Wholesalers

Abstract:

This study investigates whether project management maturity (PMM) relates to perceived organizational performance and how an organization's cultural orientation is a contributing factor. Perceived organizational performance is defined as project effectiveness and efficiency followed by resulting business performance. A survey-based research was conducted with 86 project professionals from various U.S. service and manufacturing organizations. The study revealed that PMM is significantly related to business performance but not to project performance. Furthermore, while clan organizational culture is a sole contributing factor for project and business performances, PMM interacts with market culture in improving business performance. This study shows that in order to deal with project time, budget, and expectations issues, an organizational culture change toward sharing, collaboration, and empowerment is a must. Furthermore, an increasing project management maturity along with a results-oriented organizational culture improves an organization's competitiveness, resulting in cost savings and increased sales. PMM efforts are therefore crucial. PMM accompanied by an understanding of cultural orientation is a best strategy for today's project-based organizations. [ABSTRACT FROM AUTHOR]

 

Copyright of Project Management Journal is the property of John Wiley & Sons, Inc. / Education and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Author Affiliations:

1Lutgert College of Business, Florida Gulf Coast University, Fort Myers, FL, USA

ISSN:

8756-9728

DOI:

10.1002/pmj.20121

Accession Number:

43832407

SOURCE: Business Source Complete Database

................
................

In order to avoid copyright disputes, this page is only a partial summary.

Google Online Preview   Download