Retaining project management competence — Antecedents and consequences

Abstract Using a sample of 177 firms with matched dyads of middle managers and senior managers, we developed a model on the antecedents and consequences of project management competence retention (PMCR). Our results reveal that providing project managers formal developmental perspectives in project management, such as a career path or qualification opportunities, as well as establishing a formal lesson learned system both positively relate to PMCR. Moreover, our results show that PMCR is positively associated with average project success of the organization. Finally, our results confirm the substantial importance of average project success for overall business success in project-oriented organizations.

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