Creating authority and autonomy: Necessary dialectical tensions in public sector project management

Rowe, Kevan M.; Whitty, Stephen Jonathan; van der Hoorn, Bronte

doi:10.1016/j.plas.2024.100119

Project Leadership and Society

2024

DOI: 10.1016/j.plas.2024.100119

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Creating authority and autonomy: Necessary dialectical tensions in public sector project management

Kevan M. Rowe,

Stephen Jonathan Whitty,

Bronte van der Hoorn

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2024

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Cited by 2 publications

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The Pragmatic Comportment Compass: Rethinking projectification in public sector projects

Rowe,

Whitty,

Wheeldon

2024

Project Leadership and Society

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The Pragmatic Comportment Compass: Rethinking projectification in public sector projects

Rowe,

Whitty,

Wheeldon

2024

Project Leadership and Society

View full text Add to dashboard Cite

A Cross-Sectional Online Survey of Researchers, Project Managers, and Decision-Makers to Assess Factors That Contribute to Complexity and Project Success

Lock,

Sergeenko

2024

Adv. J Social Sci.

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Complexity is a major problem for managers and decision-makers and needs to be addressed for projects to succeed. The aim of this study was to explore the factors contributing to complexity and project failure and success. An online cross-sectional survey of 114 researchers, project managers and decision-makers was conducted to explore these factors. Results showed that all participants who use project management indicated that it contributes to the success of their projects. Humans and human interactions were chosen by most participants as the main factor responsible for complexity. Most participants indicated that poor communication and collaboration was the biggest factor preventing them from achieving their goals. Participants mostly prefer working with people that they have a lot in common with, and most indicated that smaller teams of four to five people are better for optimal performance compared with larger team sizes. Feeling valued, respected, and being adequately rewarded motivated participants to perform well. In conclusion, project management may be able to improve the chances of project success. Addressing human factors and interactions may reduce complexity and motivate people to perform well. Limitations of this research include convenience sampling and subjective responses to a cross-sectional survey rather than objective measurement of outcomes.

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Creating authority and autonomy: Necessary dialectical tensions in public sector project management

Cited by 2 publications

References 46 publications

The Pragmatic Comportment Compass: Rethinking projectification in public sector projects

The Pragmatic Comportment Compass: Rethinking projectification in public sector projects

A Cross-Sectional Online Survey of Researchers, Project Managers, and Decision-Makers to Assess Factors That Contribute to Complexity and Project Success

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