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Source publication
Purpose
This study aims to understand how project leaders' interactive use of the project management control systems (MCS) impact IT project performance, by examining the mechanisms through which this relationship is enacted.
Design/methodology/approach
Data were collected from a cross-sectional survey of 109 IT project managers working in Canadia...
Citations
... While 11.00 presenting a control system framework, Jawad and Ledwith (2022) suggest six factors namely change management, earned value, baseline plan, resource loaded, progress method and governance program as critical control factors for project success. Mir and Rezania (2023) discussed the importance of interactive use of project management control for team learning and project performance. Similarly, Mir and Rezania (2022) stated that interactive use of control for shareholders effectiveness that improve project performance. ...
The high failure rate of projects has prompted researchers and academics to investigate the determinants of project success. Consequently, a substantial body of research has explored why project managers fail to deliver. However, no comprehensive quantitative analysis of the extensive literature on this topic has been conducted until now. We address this gap by conducting a bibliometric study on the relationship between project managers’ demographic characteristics and project success. First, we analyzed 397 articles published in Scopus between 2000 and 2024 using co-citation analysis, which revealed five theoretical foundations: strategic framework, leadership qualities, risk management in projects, human skills, and critical success factors. Additionally, co-occurrence analysis identified six prominent research streams: technological resources and innovation, the construction industry, project success and governance, project design and control, project complexity, and new product design. Second, we manually reviewed 103 of the latest documents published during 2021-2024 to identify major methods, theories, and frameworks. These documents were then used for bibliographic coupling, which highlighted six key research areas: team characteristics, project evaluation and assessment, competencies, emotional intelligence and behaviors, project control systems, and leadership qualities. Based on the outcomes of the co-citations, co-occurrence, and bibliographic coupling analyses, we developed a conceptual framework that integrates past and present research streams and identifies several future research directions for scholars and academia.
... In response to the need for justification, project managers cultivate skills to facilitate decisions, anticipate problems, and manage multiple priorities. Mir and Rezania (2023) analysed data from a survey of project managers. They show that project managers' justification of the project management decision process moderates the effect of the managers' interactive use of project management control systems on project performance via team learning. ...
In this experimental investigation, we explore the impact of justification on project choices. Introducing a novel element, we implement asymmetric payoff schemes commonly employed in business, signifying distinct payoff distributions for the firm (principal) and the manager (agent). The agent has to choose one project from two options that differ in their risk-return profiles. The outcomes of our experiment substantiate our hypothesis, indicating that a mandate for justification decreases the probability of agents selecting the project with higher risk and return. The degree of this reduction appears to hinge on the nature of justification. Increased profit shares for the agent or a project recommendation from the principal can partially counterbalance the distortion in the project choice.
... This accountability-centered leadership creates a proper atmosphere of work and encourages employees to work with focus. For instance, Mir and Rezania (2023) justified later that the teams with accountable supervisors received higher levels of job satisfaction and productivity because of regular feedback from the supervisors. Since such leadership practices do not only endorse the overall objectives of the organization but also aim at improving individual and team performance. ...
The purpose behind this study is to investigate how a true leader (self-guideline, self-awareness, and disguised good viewpoint) and outside capabilities (social straightforwardness and balance preparing) impact nepotism, favoritism and cronyism (NFC). The study used a quantitative approach, and respondents were tested from private hotels across the 4 locales of Multan utilizing review surveys. By and large, 4 branch directors and 200 subordinates were examined. The gathered information was dissected utilizing exploratory and corroborative factor examination and numerous relapses was utilized to investigate the impact of valid initiative (AL) capabilities on NFC. On leader's inward abilities, the outcomes uncovered that mindfulness had an essentially diminishing impact on nepotism as far as activities, while disguised good viewpoint had an altogether expanding impact on partiality with regards to the position. Self-guideline didn't have any critical effect on NFC. As to pioneer's outer abilities, social straightforwardness had a critical positive impact on partiality and nepotism, while balance preparing had a huge negative impact on preference and nepotism with regards to position and tasks, individually. The authors encourage privately-owned companies to utilize free and reasonable measures to delegate or advance representatives who have the necessary abilities to deal with the workplace instead of naming relatives to positions without merit. Preparing on AL and NFC ought to be led for chiefs to empower them to comprehend the possible adverse consequences of NFC on the representatives and the organization at large. Laws should be passed to prepare for arrangements or enlistments of representatives in the public area associations dependent on NFC to limit these untrustworthy practices. This is the first study that observationally investigates ALL capabilities effect on the pioneers' conduct with regards to NFC.
... It is essential to make the leadership accountable for project performance. Mir (2023) argued that if accountability procedures are in place it impact the behavior of project managers and team members. Perrigino & Jenkins (2023) argued that if leaders and managers are held accountable for diversity-related goals it can unlock the benefits of diversity in workforces. ...
Abstract: This study explores the impact of diversity management practices on project success, with a particular focus on the moderating role of power distance in construction projects. The research is conducted in the construction sector of Pakistan and employs a quantitative and causal methodology. Data is collected from project managers through questionnaires and analyzed using descriptive statistics, reliability tests, correlation, and regression analysis. The findings reveal that diversity management practices have a positive and significant effect on project success. Additionally, power distance is found to hurt project success and to moderate the relationship between diversity management practices and project success. The study highlights the importance of managing diversity effectively and addressing power distance to enhance project outcomes in the construction sector.
... With this approach, it has been shown that incorporating new ideas, meeting unmet demands, and overcoming obstacles are all achievable. Project success is commonly regarded to be a complex and multifactored notion (Mir & Rezania, 2023). Every project will always have its own special characteristics. ...
In this study, the “iron triangle,” which also covers quality management and people management, is compared to the effectiveness of an IT project. To determine the key aspects of project design that have a major impact on project success, a survey was administered to numerous project teams working in Pakistani financial institutions. Project planning, scope management, time management, cost management, quality management, and people management were some of the areas of project management that were the focus of the study. To gather data, a questionnaire was created based on the theoretical frameworks of stakeholder theory and resource dependency theory. It was discovered through observation and data analysis that the management of different IT project components has a big impact on the project's success. To further explore the management elements that were not examined in this study and the procedures that have the greatest influence on project outcomes, more research is however required. The necessity of successfully managing project components to maximize the possibility of a successful project completion is highlighted by this study, which offers useful insights for IT project managers and stakeholders.
