Abstracts – Browse Results
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Agnoletto, S (2013) Building an economic ethic niche: Italian immigrants in the Toronto construction industry (1950s-1970s): a case study, Unpublished PhD Thesis, Faculty of Business and Social Science, Kingston University.
Arimoro, A E (2018) Ensuring a healthy legal and regulatory environment for public-private partnership in Nigeria, Unpublished PhD Thesis, , Kingston University.
Babahaji Meibodi, A (2015) On-site concrete waste minimisation in Iran, Unpublished PhD Thesis, Faculty of Science, Engineering and Computing, Kingston University.
Clarke, J L (2013) Sustainable buildings: sustainable behaviour? To what extent do sustainable buildings encourage sustainable behaviour through their design, construction, operation and use?, Unpublished PhD Thesis, , Kingston University.
Davis, K (2016) Reconciling views of project success: a multiple stakeholder model, Unpublished PhD Thesis, , Kingston University.
- Type: Thesis
- Keywords: decision making; performance; project success; employee; project manager; stakeholders; culture; failure; motivation; organisational culture; focus group; systematic literature review; critical success factor; probability; project performance
- ISBN/ISSN:
- URL: http://eprints.kingston.ac.uk/id/eprint/35755/
- Abstract:
Organisations use projects to manage customised, one-off events across a wide range of functions. Project management is an essential operational tool and process that is utilised to effectively and efficiently manage resources, tasks and activities, and associated timelines. Since each project is considered unique, it is essential to control the project's outcome parameters to minimise the chances of failure and the likely major financial and managerial ramifications for the organisation. As a consequence, project management literature has been dominated by discussions on the various critical success factors that are used to maximise the probability of a project's success. However, there is no single formula for success. In a recent report, it was found that 19% of completed projects fail and 52% were challenged in terms of meeting the time, cost, and quality constraints. The purpose of this study was to investigate the possibility that failure is a result of different interpretations of the criteria and factors used for success (termed 'success dimensions' within this study) by multiple stakeholder groups. Currently, there is no recorded theory to determine project success within the project management literature, which includes both the perspective of multiple stakeholder groups and shared use of success dimensions for a given project. This omission is the basis of the current work, which explores the impact of using all stakeholder views as opposed to a selected few to define project success. The research outcomes are important for informed managerial decision making that enables the minimisation of major financial losses. This study drew on previous research undertaken on project success and combined technological solutions (in the form of software packages, such as the Web of Science database, Bibexcel, NVivo, and Excel) to facilitate the identification, selection, and analysis of data sources relating to the success dimensions for project management. The results of the systematic literature review identified the 'diagnostic behavioural instrument' as the most frequently recognised measure of project success. This broadly argues that there are ten success factors that must be considered for successful project implementation. The literature also highlights the limitations of the 'diagnostic behavioural instrument', which forms part of the current gap in the literature regarding project success. These limitations were used to design a qualitative study to identify the additional attributes regarding project success as perceived across different stakeholder groups (i.e., senior management, project core team, and project recipients), as well as identifying which stakeholder perspectives are considered important in judging project success and which ones are being ignored. The findings of the qualitative study were extended to a quantitative study to confirm whether the initial findings were similar across a larger sample of stakeholders. The results from both studies were used to create an idealised, multiple stakeholder model, considering all the critical attributes to measure project success. This model was tested with a focus group to identify the extent of ease and the barriers that adopting this new perspective would present in practice. The results of the qualitative and quantitative studies showed clear differences between the project performance attributes that were considered important across the different stakeholder groups. The focus group results demonstrated a clear difference in opinion within and among the stakeholder groups, indicating their potential use for project managers to align stakeholders' views to increase project success. There is some indication that the model could be applied to projects from any field, but testing this assumption is beyond the scope of the current work. However, the preliminary results would support its use to increase the shared, multiple stakeholder perception of project success. Through use of the model, organisations can be more precise in their choice of success dimensions used to judge project success, leading to more informed decision making and subsequent motivation of employees and hence a more productive organisational culture.
Di Maddaloni, F (2018) Stakeholder inclusiveness in megaprojects: Managing the locals for sustainable developments, Unpublished PhD Thesis, , Kingston University.
Dyas, V (2008) Constituents of performance: investigating relational contracting in a construction industry setting to establish a framework for drivers of performance, Unpublished PhD Thesis, Faculty of Business and Law, Kingston University.
Majrouhi Sardroud, J (2011) Assessment and development of radio frequency identification applications for effective management of construction activities, Unpublished PhD Thesis, , Kingston University.
Nuesse, G (2013) Development of an integrated management model for effective applications of cooperative construction research, Unpublished PhD Thesis, Faculty of Science, Engineering and Computing, Kingston University.
Soon, J L (2021) CSR logics of owner-managers in SMEs: the case of Malaysia, Unpublished PhD Thesis, , Kingston University.