2015
DOI: 10.7166/26-1-1096
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Characteristics of Matrix Structures, and Their Effects on Project Success

Abstract: This paper investigates the characteristics of matrix structures and their relationships with drivers of project success, such as communication, collaboration, and trust between project team members. Matrix characteristics that were expected to correlate positively with project success mostly did correlate with the success drivers. However, characteristics expected to impact negatively on project success did not show such significant correlations; some even correlated positively with success drivers. The succe… Show more

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Cited by 12 publications
(11 citation statements)
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References 29 publications
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“…Associating the results with prior studies on heterarchy (Aime, et al, 2014;Nonaka, 1994;Schnetler, Steyn, & van Staden, 2015), some disagreement about its advantages in terms of team learning and creativity occurs. One of the reasons for differences observed may be related to level of analysis.…”
Section: Discussionmentioning
confidence: 79%
“…Associating the results with prior studies on heterarchy (Aime, et al, 2014;Nonaka, 1994;Schnetler, Steyn, & van Staden, 2015), some disagreement about its advantages in terms of team learning and creativity occurs. One of the reasons for differences observed may be related to level of analysis.…”
Section: Discussionmentioning
confidence: 79%
“…When agility is going to be ruling norm, then an organizational structure with a subtle boundary, with all possible flexibilities to run the show is required. The practical applications of the 360° organizational structure depend on the challenges that are faced in implementing either the matrix structure (Schnetler et al, 2015; Aghina et al, 2018) or the CFTs (Tabrizi, 2015) individually.…”
Section: Practical Applicabilitymentioning
confidence: 99%
“…Motivation theories emerged in the early 1990s following studies to understand the human behavior organizations. Literature suggest that external motivation tools rewards, praises and recognition etc., boost intrinsic motivation essential for boosting individual and team morale in coordinating efforts for continuous learning, improvement and project performance (Schnetler, Steyn and Van Staden, 2015). This calls for project managers to understand individuality, needs and motivators for connecting team members with management so as to foster healthy environments for acceptance of assignments, responsibilities and fulfillment of project objectives.…”
Section: Theoretical Frameworkmentioning
confidence: 99%