Project Governance, Project Performance, and the Mediating Role of Project Quality and Project Management Risk: An Agency Theory Perspective

Haq, Saif Ul; Liang, Changyong; Gu, Dongxiao; Du, Jia Tina; Zhao, Shuping

doi:10.1080/10429247.2018.1503038

Cited by 32 publications

(31 citation statements)

References 67 publications

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“…Joslin and Müller (2016) showed that project success correlated with project governance significantly. Similar conclusions can be found in Ul Haq et al (2018) and Ghosh et al (2014).…”

Section: Megaproject Performancesupporting

confidence: 89%

Investigating the Impact of Governmental Governance on Megaproject Performance: Evidence From China

Zhai

Shan

2020

Technological and Economic Development of Economy

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Governmental governance is an emerging concept in the area of governance and is critical to the success of megaprojects. The aims of this study are to investigate the impact of governmental governance on megaproject performance and to identify the most critical component of governmental governance. To achieve these goals, a conceptual framework of governmental governance and a comprehensive framework of megaproject performance were established first, followed by proposing a research hypothesis that governmental governance could contribute to megaproject performance. To test the hypothesis, data collected by a questionnaire administered to 239 professionals were analyzed using partial least squares structural equation modelling. Results showed that governmental governance could contribute to megaproject performance significantly. It also reported that “public monitoring and scrutiny” was the most critical latent variable of governmental governance on megaproject performance, followed by “systemic risk management,” “regulatory oversight,” “construction of clean government,” “strategic planning,” and “institutional design.” This study has contributed to the body of knowledge of governmental governance by investigating its impact on megaproject performance. The findings from this study are useful to the industry as well, because they can enhance practitioners’ understanding of governmental governance, which could help them improve their management of megaprojects eventually.

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“…Joslin and Müller (2016) showed that project success correlated with project governance significantly. Similar conclusions can be found in Ul Haq et al (2018) and Ghosh et al (2014).…”

Section: Megaproject Performancesupporting

confidence: 89%

Investigating the Impact of Governmental Governance on Megaproject Performance: Evidence From China

Zhai

Shan

2020

Technological and Economic Development of Economy

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“…In a project context, simply eliminating project management activities would lead to poor performance and failing projects. Hence, project management is a necessary transaction cost to ensure successful projects (Haq et al 2018;Walker and Kwong Wing 1999). However, activities that do not give a positive contribution to the project should be reduced and avoided.…”

Section: Project Management: a Transaction Costmentioning

confidence: 99%

“…The project head refers to those activities related to planning and controlling the project, while the body refers to activities related to producing the deliverables from the project. Within the framework of transaction cost economics, project management is a transaction cost invested to ensure that the project successfully reaches its goal (Da Fonseca, Vanalle, and Camarotto 2018;Haq et al 2018;Li, Arditi, and Wang 2015;Rajeh, Tookey, and Rotimi 2013). While there is a desire to reduce transaction costs, the level of management must be sufficient to ensure that the project reaches its goal.…”

Section: Introductionmentioning

confidence: 99%

Dissecting the project anatomy: Understanding the cost of managing construction projects

Haaskjold

Andersen

Langlo

2021

Production Planning & Control

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The total cost of a construction project involves both the cost of production and the transaction costs associated with managing the project. However, we know surprisingly little about the magnitude of transaction costs in construction projects. The purpose of this paper is to provide more empirical data as we study what proportion of the total cost in construction projects is spent on managing the project. We use the analogy of human anatomy as we investigate the size of a project's head (managing the project) compared to the size of its body (producing deliverables). Using a dataset from 134 construction projects in Norway, we find that the project head consists of more than 18% of the total project cost on average. We also investigate how the size of the project head varies depending on a project's complexity, size, duration and burn rate.

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“…Moreover, despite different studies have focused on trust and contracts in inter-organizational collaborative relationships (Huang et al , 2014; Luu et al , 2018; Yang et al , 2011), few of them have tested the effectiveness of both control mechanisms in the context of co-exploitation and co-exploration collaborative innovations (Sun and Lo, 2014). More recently, studies have focused on the effect of project governance on project performance finding positive effects (Haq et al , 2018; Sirisomboonsuk et al , 2018). However, there is still much to know about the best governance mode to improve project performance.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Governance and performance in co-exploitation and co-exploration projects

Solís-Molina

Hernández‐Espallardo

Orejuela

2020

JBIM

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Purpose This study aims to investigate how contractual vs. informal governance influences the performance of collaborative innovation projects considering their exploitation vs. exploration character. Design/methodology/approach Data are collected from a sample of 218 companies that have developed innovative projects in collaboration with other organizations. Regression models are estimated to test the hypotheses. Findings The results indicate that contractual governance is the most effective for co-exploitation projects compared to informal governance. Specialization in either contractual or informal governance is more effective for co-exploration projects. Practical implications Developing collaborative innovation projects with other organizations is an alternative for firms to innovate either by exploiting complementary assets or by exploring new opportunities. Thus, the success of the collaborative innovation project is significantly affected by the way the collaboration is governed. On the one hand, for co-exploitation projects, companies should rely on contracts to improve their performance. On the other hand, for co-exploration projects, governance may specialize in either contracts or informal mechanisms to reach higher performance. Originality/value Despite previous studies analyzing the effect of contractual or informal governance on the performance of collaborative innovation projects, no research has focused on comparing simultaneously these effects, by using the innovation character of the project of co-exploitation or co-exploration as a moderator. Therefore, this paper explores comparatively the most effective type of governance mechanism for co-exploitation and co-exploration projects.

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Project Governance, Project Performance, and the Mediating Role of Project Quality and Project Management Risk: An Agency Theory Perspective

Cited by 32 publications

References 67 publications

Investigating the Impact of Governmental Governance on Megaproject Performance: Evidence From China

Investigating the Impact of Governmental Governance on Megaproject Performance: Evidence From China

Dissecting the project anatomy: Understanding the cost of managing construction projects

Governance and performance in co-exploitation and co-exploration projects

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