Doctoral Degrees (University of Stellenbosch Business School)

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Browsing Doctoral Degrees (University of Stellenbosch Business School) by browse.metadata.advisor "Brown, C. J."

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    Conceptual and empirical investigation into a project management supportive organization culture
    (Stellenbosch : University of Stellenbosch, 2005-12) Morrison, John Myburgh; Smit, E. van der M.; Brown, C. J.; University of Stellenbosch. Faculty of Economic and Management Sciences. Graduate School of Business.
    ENGLISH ABSTRACT: Projects inevitably appear on the agenda of organizations, especially those enterprises that are serious about surviving in a competitive and rapidly changing business environment. They have little say in whether they want to do projects, but they have the choice whether to take a project management approach, or whether to leave projects to their functional departments to carry out as part of their routine work. Growing numbers of organizations opt for project management, because they seek specific benefits such as the ability to accomplish targets under conditions of execution uncertainty and the ability to function across specialist disciplines. Too many organizations find their project management performance disappointing and, despite substantial investments in appropriate systems and training, do not attain the benefits claimed by project management advocates. In response, project management researchers have increasingly speculated about the likely influence of organizational culture in the frustrating experiences organizations have with project management. The reasoning behind this supposition appears sound. Most organizations attempting project management still have cultures shaped by a functionally dominated era of organization. Organizational cultures are only gradually breaking out of management traditions that emphasized principles such as high levels of structure and formalization, defined positions of authority, single channels of reporting, and minimal communication other than directions from management downwards. The philosophy of project management differs. Beneath the scientific and methodological facade of project management, there exists a set of attendant leadership and behavioural patterns that have become equally crucial to its performance, for example: high levels of communication; autonomy for project managers; supportive and participative leadership styles; participants that accept reporting to more than one superior; and the emphasis on collective performance. One can add to this list, but these demonstrate the substantial differences that exist between a project management approach and the traditional approaches to managing work and controlling staff. These differences have provoked project management authors to recognize the influence of organizational culture and to offer suggestions about the nature of a project management supportive organizational culture. This study accepts this notion and postulates that organizations, despite mastering the more obvious methodologies of project management, may have negative cultural circumstances that fail to master the underlying management philosophies that support successful project management behaviour. A consolidated definition of organizational culture, which could discriminate between supportive and unsupportive environments for project management, has however remained elusive in the project management literature. The expected relationship between organizational culture and project management has specifically been linked to project management in a matrix organization. In this environment, since there is an ongoing interaction between vertically managed (functional specialization) and horizontally managed (cross-functional) activity, the interdependency between project management and the organizational culture is likely to be strong. The purpose of this study was to: (a) develop, through a comprehensive literature study, a framework of organizational culture dimensions that could be expected to impact on the effectiveness of project management; and (b) to seek, through empirical examination, confirmation about this relationship between organizational culture and project management. The study developed a multi-dimensional and multiple constituent perspective of project management performance as a measure of project management effectiveness in the empirical research. The research found a statistically significant correlation between the hypothesized framework of organizational culture and project management effectiveness. This finding provides strong evidence to deduct that organizational culture and project management are interrelated and that organizational culture is an underlying variable that cannot be ignored when establishing a project management capability. The research further found statistically significant correlations between each of the twelve individual dimensions of organizational culture and project management effectiveness. The study has therefore also substantially progressed towards a framework that can assess the degree of supportiveness of the organizational culture in respect of project management. This should be a valuable tool for organizations struggling with unexplained problems in project management, or for organizations wanting to set up a project management capability.