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Service quality of Mobile Government (mGov) is an important concept, however to date there has been relatively little work conducted in this emerging area. Based on an empirical study conducted among 1404 users of mGov in Mumbai, India, this study conceptualizes and identifies four service quality dimensions-connectivity, interactivity, understandability, and authenticityas the formative constructs of mGov service quality, and 16 measuring items to evaluate those dimensions as the reflective indicators.

Purpose-This study explores the impact of cultural values on the importance individuals assign to project success/failure factors.Design/methodology/approach-Themes emerging from 40 interviews of project practitioners based in Brazil, China, Greece, Nigeria, Thailand, the United Arab Emirates, the United Kingdom and the United States are integrated with literature evidence to design a survey instrument. 1313 practitioner survey responses from the eight countries are analysed using multi-group, structural equation modelling. Research limitations -The snowballing method used to gather survey data and analysis of relationships at individual level reduce generalisability.Practical implications -The results reveal insights on how best to match the cultural values of project participants to project characteristics. They also increase knowledge on the likely perceptual differences among culturally-diverse individuals within projects.Originality/value -This research contributes to the literature on culture in project environments by defining a factor structure of multiple-dependent project success/failure indicators and increases insight on how specific cultural values may impact on the perception of the so-defined project success/failure factors.3

Driven by an interest in developing a deeper understanding of stakeholder interests, this study undertakes a dimensional analysis of how different stakeholders assess project outcomes. Most importantly, in our analysis, we take into consideration the largely unaccounted-for conceptual difference between project success and project failure. Data were collected over a two-year period (between 2013 and 2015) from 1631 project stakeholders in nine countries. We analysed the survey data using three-way Multidimensional Scaling. We found that most project stakeholders tend to be more specific in their assessment of project success than when assessing project failure. We also found that most stakeholders attached maximal and different levels of importance to different dimensions of project outcomes. In particular, we found that when assessing project "success", project stakeholders appear more focused on project effectiveness. On the other hand, when assessing project "failure", project stakeholders appear more focused on efficiency. Understanding how stakeholders assess and prioritise project outcomes is of particular interest to project managers as it enables them develop a clearer understanding of individual interests of various stakeholders. For stakeholders themselves, such an understanding helps limit possible disruptions to the project emanating from contesting decisions made by the project manager.