Modelling the determinants of multi‐firm project success: a grounded exploration of differing participant perspectives

Existing approaches to multi‐firm project success have been suggested as being overly normative and deductive. They can also be criticized for failing to accommodate the heterogeneous perspectives of respective participants in multi‐firm projects that might be hypothesized intrinsically to differ by industry sector, size and other firm demographics. This research tests the extent to which the determinants of project success differ by sector, firm size and origin within the construction industry using an inductive, grounded approach to model building. Results confirm that project success factors differ significantly between project participants, and suggest the wider application of inductive methodologies to identify such heterogeneous factors.

[1]  Aaron J. Shenhar,et al.  One Size Does Not Fit All Projects: Exploring Classical Contingency Domains , 2001, Manag. Sci..

[2]  Dov Dvir,et al.  In search of project classification: a non-universal approach to project success factors , 1998 .

[3]  Martin Loosemore,et al.  A grounded theory of construction crisis management , 1999 .

[4]  G. Chow.  Tests of equality between sets of coefficients in two linear regressions (econometrics voi 28 , 1960 .

[5]  J. Pinto,et al.  Antecedents and consequences of project team cross-functional cooperation , 1993 .

[6]  Robert C. Ford,et al.  Cross-Functional Structures: A Review and Integration of Matrix Organization and Project Management , 1992 .

[7]  P. M. Podsakoff,et al.  Self-Reports in Organizational Research: Problems and Prospects , 1986 .

[8]  D. Partington.  Building Grounded Theories of Management Action , 2000 .

[9]  Deepak K. Datta,et al.  CEO Characteristics: Does Industry Matter? , 1996 .

[10]  Aaron J. Shenhar,et al.  Toward a typological theory of project management , 1996 .

[11]  Terry S. Overton,et al.  Estimating Nonresponse Bias in Mail Surveys , 1977 .

[12]  A. Griffin,et al.  An Interim Report on Measuring Product Development Success and Failure , 1993 .

[13]  J. Pinto,et al.  Critical factors in project implementation: a comparison of construction and R&D projects , 1989 .

[14]  G. Gordon.  Industry Determinants of Organizational Culture , 1991 .

[15]  P. Barwise,et al.  How Much do CEOs and Top Managers Matter in Strategic Decision-Making? , 2002 .

[16]  J. M. Cortina,et al.  Big Things Have Small Beginnings: An Assortment of “Minor” Methodological Misunderstandings , 2002 .

[17]  B. Glaser.  Basics of Grounded Theory Analysis: Emergence Vs. Forcing , 1992 .

[18]  Anthony Walker,et al.  The positive use of power on a major construction project , 2000 .

[19]  D. Denison,et al.  From Chimneys to Cross-Functional Teams: Developing and Validating a Diagnostic Model , 1996 .

[20]  Aaron J. Shenhar,et al.  Refining the search for project success factors: a multivariate, typological approach , 2002 .

[21]  Albert B. Cherns,et al.  Studying the client's role in construction management , 1984 .

[22]  Michael Coyle,et al.  Critical Success Factors for Construction Projects , 1992 .

[23]  Michael Ball,et al.  Rebuilding Construction: Economic Change and the British Construction Industry , 1988 .

[24]  A. Shenhar,et al.  Project Success: A Multidimensional Strategic Concept , 2001 .

[25]  Peter E.D. Love,et al.  Selecting a suitable procurement method for a building project , 1998 .

[26]  E. McDonough.  Investigation of Factors Contributing to the Success of Cross-Functional Teams , 2000 .

[27]  M. Hoegl,et al.  Teamwork Quality and the Success of Innovative Projects , 2001 .