The interactive effect of team dynamics and organizational support on ICT project success

Gelbard, Roy; Carmeli, Abraham

doi:10.1016/j.ijproman.2008.07.005

Cited by 60 publications

(38 citation statements)

References 20 publications

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“…Many of the factors that have been identified as significant causes of project failure could be culture-dependent: use of inappropriate team structures (Hobday, 2000); inability to sustain stakeholder confidence and interest (Chen et al, 2009); volatility in project team dynamics (Gelbard and Carmeli, 2009); poor team integration (Scott-Young and Samson, 2008);cultural readiness (Motwani et al, 2002); and ineffective communication (Jugdev and Müller, 2005). In fact, the intercultural effectiveness of individual project team members can affect the overall performance of multicultural project teams (Symkhovych, 2009), which may explain the frequent demand by industry for project managers competent in multicultural interactions (Chipulu et al, forthcoming) .…”

Section: Introduction: Culture In Projectsmentioning

confidence: 99%

Exploring the impact of cultural values on project performance

Chipulu

Ojiako

Gardiner

et al. 2014

International Journal of Operations &Amp; Production Management

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Purpose-This study explores the impact of cultural values on the importance individuals assign to project success/failure factors.Design/methodology/approach-Themes emerging from 40 interviews of project practitioners based in Brazil, China, Greece, Nigeria, Thailand, the United Arab Emirates, the United Kingdom and the United States are integrated with literature evidence to design a survey instrument. 1313 practitioner survey responses from the eight countries are analysed using multi-group, structural equation modelling. Research limitations -The snowballing method used to gather survey data and analysis of relationships at individual level reduce generalisability.Practical implications -The results reveal insights on how best to match the cultural values of project participants to project characteristics. They also increase knowledge on the likely perceptual differences among culturally-diverse individuals within projects.Originality/value -This research contributes to the literature on culture in project environments by defining a factor structure of multiple-dependent project success/failure indicators and increases insight on how specific cultural values may impact on the perception of the so-defined project success/failure factors.3

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Section: Introduction: Culture In Projectsmentioning

confidence: 99%

Exploring the impact of cultural values on project performance

Chipulu

Ojiako

Gardiner

et al. 2014

International Journal of Operations &Amp; Production Management

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“…Team dynamics have been documented in research as a cause of derailing projects (Pinto 2014). Furthermore, team dynamics are a large contributing factor to an IT project team's success and, in turn, the IT project's success (Gelbard & Carmeli 2009). IT project teams consist of various individuals with the skill sets required to perform certain tasks and responsibilities during the project.…”

Section: Unit Of Competence: Managingmentioning

confidence: 99%

“…Recognising and resolving conflicts during a project are two sub-competency components IT project managers require. Similar to other projects, conflict and bureaucratic issues plague IT projects and subsequently adversely affect them (Gelbard & Carmeli 2009). IT project managers cannot simply stand back and expect conflicts to resolve themselves but must take the initiative and address them as soon as possible.…”

Section: Unit Of Competence: Managingmentioning

confidence: 99%

Information technology project managers’ competencies: An analysis of performance and personal competencies

Marnewick¹,

Erasmus²,

Joseph³

2016

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“…Before the team is set up, a team analysis must be performed to determine the team-building parameter. Without analysis, we cannot identify the necessary control span and the synergistic effect of the team (Creasy, Carnes, 2017;Gelbarda, Carmeli, 2009). …”

Section: Introductionmentioning

confidence: 99%

Span of Control in Teamwork and Organization Structure

Remeňová¹,

Skorková²,

Jankelová³

2018

Montenegrin Journal of Economics

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The span of control expresses how many subordinates correspond to one manager, while determined by many factors and unable to be expanded indefinitely. The study monitors the impact of determinants, like the functional area of control, the level of management, the duration of managerial position, the age of the manager, the size and composition of the team. The results of non-parametric testing (Chi-Square Test of Independence) and rates of association between variables (using Cramér's V and Phi coefficient and for ordinal variables, Kendall's tau-b, GoodmanKruskal's Gamma, Kendall's tau-c and Somers' d) indicate that the team size is not related to the level of management, which does not confirm the assumption that the largest teams work at the lowest management level and vice versa, that the team leader at the top level is in charge of the smallest number of people. Instead the size of the team depends on the functional area of control. The assumption that increasing age, and so increasing experience also increases the size of the team, has not been confirmed. However, the fact that the manager works longer in the leading position has been confirmed. With the current manner of managing an organization, the age of the manager is the weak indicator of the duration of the managerial position. JEL classification:M12, M54.

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The interactive effect of team dynamics and organizational support on ICT project success

Cited by 60 publications

References 20 publications

Exploring the impact of cultural values on project performance

Exploring the impact of cultural values on project performance

Information technology project managers’ competencies: An analysis of performance and personal competencies

Span of Control in Teamwork and Organization Structure

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