Accountability and project management: a convergence of objectives

Leong, Christopher

doi:10.1016/0263-7863(91)90033-r

Cited by 11 publications

(10 citation statements)

References 5 publications

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“…Second, we observe that accountability for process and outcome does not seem to operate as two parallel arrangements as conceptualized in the project management literature (Leong, 1991). At least in these cases, we observe a variance in emphasis on process or outcome accountability.…”

Section: Discussionmentioning

confidence: 77%

“…Leong (1991) considers the mutual benefits of considering accountability and the management of projects together arguing that accountability “provides a foundation from which the performance of the project participants and, more importantly, the management function can be addressed” (p. 240). Understanding accountability can provide an integrated view of project management processes and project outcomes.…”

Section: Literature Reviewmentioning

confidence: 99%

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Exploring project managers’ accountability

Rezania

Baker

Nixon

2019

IJMPB

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Purpose Despite the importance of accountability for the oversight of projects, few studies have directly examined accountability mechanisms at the project level. While the literature already provides descriptions of governance and mechanisms of accountability, the purpose of this paper is to examine how project managers view their accountability relationships within their organizational context. Design/methodology/approach The study is guided by critical realism as a philosophy of science. The authors interviewed 15 project managers from 12 organizations and analyzed the transcripts in the light of existing project management accountability literature. Findings The authors observe the practice of socializing accountability through face-to-face negotiation and symmetries of power due to interdependencies happen to some extent in management of projects. This suggests ambidexterity in accountability in project-based organizations. Therefore, the current models of project accountability and governance that are solely based on the agency theory are not sufficient to explain the accountability relationships in such organizations. Practical implications Accountability arrangements happen within a system for steering projects. Managers should be aware of how project managers view their accountability and how socializing practices of accountability can help the project’s management and the organization’s management interact in order to transform organizational systems by regulating issues of project concern and defining the process and direction of how project deliverables are produced, introduced, absorbed and used within the organization. Originality/value “Theory driven” interviews and analysis are used to confirm or refine conceptualization of accountability in management of projects. Most models of project governance are based on the agency theory or governability theory. The authors have demonstrated that socializing practices of accountability should be included in investigating project governance. The authors observe that project managers are often concerned with the interdependence with their principals and the socializing processes of accountability that arise from this interdependence.

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Section: Discussionmentioning

confidence: 77%

Section: Literature Reviewmentioning

confidence: 99%

Exploring project managers’ accountability

Rezania

Baker

Nixon

2019

IJMPB

View full text Add to dashboard Cite

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“…An organization's preferred accountability regime impacts information sharing and processing behaviors (Lerner and Tetlock, 1999;Siegel-Jacobs and Yates, 1996). Similarly, in projects, in the case of PA, the project manager is held accountable for processes being followed within the project, and in the case of OA, the project manager is held accountable for the project outcomes (Leong, 1991). Research shows that compared to OA, under the conditions of PA, individuals show enhanced self-awareness, effortful thinking, and increased information processing in evaluating alternative courses of action (Lerner and Tetlock, 1999).…”

Section: Accountability Arrangementsmentioning

confidence: 99%

The Interactive Use of Management Control Systems and Information Technology Project Performance: A Conceptual Framework*

Mir

Rezania

2021

Accounting Perspectives

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The objective of this review is to examine how the interactive use of project-level management control systems (PMCS) impacts information technology (IT) project performance. To answer this research question, we focus on the mechanisms of team learning behavior, expertise integration, and the notion of the project manager's stakeholder analysis efficacy to develop a conceptual framework that explains the relationship between the interactive use of PMCS and IT project performance. The contextual influence of an organization's emphasis on process accountability is also considered. The conceptual framework is based on the theoretical underpinnings of organizational information processing theory, organizational learning theory, and the knowledge-based view of the firm.

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“…Traditionally, the idea of accountability has been very much attached to the use of public resources, especially public funds (Leong, 1991 ;Mo and Ng, 1997). Government institutions and their related organisations should constantly be aware that they are accountable to the tax-paying public for their effective and efficient use.…”

Section: Emphasis On the Publicmentioning

confidence: 99%

Why is Design-Build Commonly Used in the Public Sector? An Illustration from Hong Kong

Lam

Chan

2012

CEB

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The Design and Build (D&B) procurement method is one of the systems advocated to overcome inadequacies with the traditional procurement method. In recent years, this innovative procurement method has been put to practice in Hong Kong where a vast amount of infrastructure works is taking place. This paper aims to illustrate the applicability of design-build in the Hong Kong setting . As most D&B projects are undertaken by the public sector of Hong Kong, the main features of a public sector project and reasons for its wider use on D&B are fully examined in the paper. To further explore the benefits of D&B in actual practice, structured interviews have been conducted with clients, contractors and consultants running D&B projects in Hong Kong. Summary of major problems of running D&B projects from the previous study by the authors is also outlined. With the increasing use of D&B in the public sector of Hong Kong and worldwide, more research can be undertaken on the quantitative comparison of the traditional mode of procurement and how to carry out a D&B project successfully so as to develop a knowledge base for the D&B procurement method.

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Accountability and project management: a convergence of objectives

Cited by 11 publications

References 5 publications

Exploring project managers’ accountability

Exploring project managers’ accountability

The Interactive Use of Management Control Systems and Information Technology Project Performance: A Conceptual Framework*

Why is Design-Build Commonly Used in the Public Sector? An Illustration from Hong Kong

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