Organizational culture and project management methodology: research in the financial industry

Abstract

PurposeOrganizational culture has an impact on various activities in organizations, including project management (PM). The aim of the study is to answer the following research questions: RQ1: what significance is attributed to organizational culture compared to the objective project characteristics when choosing the dominant PM methodology in organizations? RQ2: which type of organizational culture is preferred for successful implementation of different PM methodologies? RQ3: what kind (if any) of relationship exists between the dominant type of organizational culture in organizations and the dominant PM methodology?Design/methodology/approachThe author surveyed 100 project managers working in the financial industry in Poland with the use of personal structured interviews. The competing values framework (CVF) concept authored by Cameron and Quinn was used.FindingsProject managers find organizational culture more important than objective project characteristics when choosing the dominant PM methodology in an organization. Although statistical analysis revealed a significant relationship between the preferred type of organizational culture and PM methodology, there is no significant relationship between the existing type of organizational culture and the PM methodology which prevails in the company.Research limitations/implicationsFuture research should investigate other industries and other typologies of organizational culture.Practical implicationsThe paper provides recommendations for management practice on how to shape organizational culture in the context of successful PM with the application of different PM methodologies.Originality/valueThis study fills a gap in the theory of PM by identifying and empirically verifying the theoretical linkage between the type of organizational culture and PM methodology.

A hermeneutic research on project management approaches applied in a business process re-engineering project

“…The factors relevant to this conclusion were also identified in extant literature as reasons for changes in project management styles which in turn contributed to successful outcomes (Vrchota et al, 2021;Marnada et al, 2022). Attention to the organisational attributes (Al-Anqoudi et al, 2021;Subramaniam, 2021;Piwowar-Sulej, 2021), project leadership and sponsorship (Bako and Banmeke, 2019;Podg orska and Pichlak, 2019), process activities involved and duration (Fasna and Gunatilake, 2019), as well as team dynamics (Bond-Barnard et al, 2018). These identified factors could be used in future projects of a similar nature and size to improve how organisations execute projects.…”

“…Attention to the organisational attributes (Al-Anqoudi et al. , 2021; Subramaniam, 2021; Piwowar-Sulej, 2021), project leadership and sponsorship (Bako and Banmeke, 2019; Podgórska and Pichlak, 2019), process activities involved and duration (Fasna and Gunatilake, 2019), as well as team dynamics (Bond-Barnard et al. , 2018).…”

Enterprise agility – its meaning, managerial expectations and barriers to implementation – a survey of three countries

“…Nowadays, more and more industries have shown increased interest in agile development. For instance, agile practices are followed in financial services, consulting as well as traditional metal manufacturing and defence industries (Conforto et al, 2014;Piwowar-Sulej, 2021). The literature also shows that in order to meet these trends, agile practices are increasingly being taught in online training sessions and as part of higher education curricula (Saleh et al, 2019;Missiroli et al, 2017).…”

Implementation of Management 3.0: its consistency and conditional factors

“…in the case of software development projects (Berger and Beynon-Davies, 2009). This gap has been filled by the Agile approach, in accordance with which required solutions are developed in tandem with any problems that occur (Piwowar-Sulej, 2021b).…”