The relationship between governance mechanisms and success in project-based organizations : developing and operationalizing a contextual model

The aim of this research study is to analyze the effectiveness of project governance mechanisms in project-based organizations in different contexts. Project governance dimension in this project is based on a study by Henisz, Levitt and Scott (2012) that investigated project governance through the lens of the three pillars of institutional theory (regulative, normative and cultural-cognitive) to address the social structures in-where governance is executed. The literature of contingency theory in organizations is analyzed in order to be applied to project context. The context dimension comprises external factors which have an influence on the project but which cannot be controlled by project management. The context is represented by the organization in which the project is embedded in as well as by external factors and entities influencing those organizations. Those variables would affect not only the initial setup, but also the course of the project and the project performance. Project success corresponds to a project’s efficiency, effectiveness and impact. The analysis of project performance in this project research is made with a multi-dimensional perspective. A conceptual model was designed in order to understand how contingency factors could moderate the relationship between project governance and project performance. This framework was operationalized with the objective of making a quantitative analysis that could prove the validity of the model.