Rating defence major project success: the role of personal attributes and stakeholder relationships

Mazur, Alicia, Pisarski, Anne, Chang, Artemis and Ashkanasy, Neal M. (2014) Rating defence major project success: the role of personal attributes and stakeholder relationships. International Journal of Project Management, 32 6: 944-957. doi:10.1016/j.ijproman.2013.10.018

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Author Mazur, Alicia
Pisarski, Anne
Chang, Artemis
Ashkanasy, Neal M.
Title Rating defence major project success: the role of personal attributes and stakeholder relationships
Journal name International Journal of Project Management   Check publisher's open access policy
ISSN 0263-7863
1873-4634
Publication date 2014-08
Year available 2013
Sub-type Article (original research)
DOI 10.1016/j.ijproman.2013.10.018
Open Access Status
Volume 32
Issue 6
Start page 944
End page 957
Total pages 14
Place of publication Kidlington, Oxford, United Kingdom
Publisher Pergamon
Collection year 2014
Language eng
Formatted abstract
Highlights
• A theoretical model of attributes relating to project success has been developed.
• Emotional intelligence, cognitive flexibility and systems thinking were examined.
• Major project manager attributes were found to impact stakeholder relationships.
• Major project manager attributes were found to impact project success.
• Internal and external stakeholder relationships were found to operate as mediators.

In this paper we develop and test a model of the associations between major project managers' personal attributes and project success in the context of the Australian Defence industry. In our model, emotional intelligence, cognitive flexibility and systemic thinking were hypothesised to relate to project success, mediated by internal and external stakeholder relationships. The model was tested in an online survey with 373 major project managers. Emotional intelligence and cognitive flexibility were found to be related to the development, quality and effectiveness of major project managers' relationships with both internal and external stakeholders; and these in turn were associated with their ratings of project success. Systemic thinking, however, had no relationship with either stakeholder relationships or project success. Additional research is needed to examine the contribution of a wider range of personal attributes to stakeholder relationships and project success, and to assess whether this model is applicable in other industries and types of projects.
Keyword Major project
Project manage
Competence
Personal attributes
Project success
Stakeholders
Q-Index Code C1
Q-Index Status Confirmed Code
Institutional Status UQ
Additional Notes Available online 23 November 2013

Document type: Journal Article
Sub-type: Article (original research)
Collections: Official 2014 Collection
UQ Business School Publications
 
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Citation counts: TR Web of Science Citation Count  Cited 6 times in Thomson Reuters Web of Science Article | Citations
Scopus Citation Count Cited 9 times in Scopus Article | Citations
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Created: Wed, 12 Feb 2014, 12:37:31 EST by Karen Morgan on behalf of UQ Business School