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When frameworks empower their agents: the effect of organizational project management frameworks on the performance of project managers and benefits managers in delivering transformation projects successfully

Badewi, Amgad (2021) When frameworks empower their agents: the effect of organizational project management frameworks on the performance of project managers and benefits managers in delivering transformation projects successfully. International Journal of Project Management, . ISSN 0263-7863. (doi:10.1016/j.ijproman.2021.10.005) (Access to this publication is currently restricted. You may be able to access a copy if URLs are provided) (KAR id:92115)

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Language: English

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https://doi.org/10.1016/j.ijproman.2021.10.005

Abstract

This research examines the role of institutional frameworks in the successful delivery of transformation projects. Based on a survey of 130 firms that adopted ERP, this research found that transformation projects were delivered more successfully when organizations institutionalized their project management and benefits management framework at a higher level, because these frameworks enhanced the power of the role of project manager (PM) and benefits manager (BM) (i.e., business change managers and benefits auditors). Although organizations are investing more in practicing project management frameworks to strengthen the role of PMs more than that of BMs, benefits management frameworks and their missioned power to their agents are significantly more important than project management frameworks with their originating power. The benefits management framework affects the success of digital transformation because the power of the BM’s role partially mediates them. Project management frameworks affect success, but the power of PMs does not mediate this relationship. The main implication of this research is that giving the offices of project management and transformation management prominent roles could help organizations improve their readiness for transformation projects.

Item Type: Article
DOI/Identification number: 10.1016/j.ijproman.2021.10.005
Uncontrolled keywords: Project Management, Digital Transformation, Governance Framework
Subjects: H Social Sciences > HA Statistics > HA33 Management Science
H Social Sciences > HF Commerce > HF5351 Business
Divisions: Divisions > Kent Business School - Division > Department of Analytics, Operations and Systems
Divisions > Kent Business School - Division > Department of Leadership and Management
Depositing User: Amgad Badewi
Date Deposited: 05 Dec 2021 21:42 UTC
Last Modified: 26 Jan 2022 17:05 UTC
Resource URI: https://kar.kent.ac.uk/id/eprint/92115 (The current URI for this page, for reference purposes)
Badewi, Amgad: https://orcid.org/0000-0002-8343-4167
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