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Project Governance and Project Performance: The Moderating Role of Top Management Support

Author

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  • Muhammad Zeeshan Fareed

    (School of Management, Xi’an Jiaotong University, Xi’an 710049, China)

  • Qin Su

    (School of Management, Xi’an Jiaotong University, Xi’an 710049, China
    State Key Laboratory for Manufacturing Systems Engineering, Xi’an 710049, China
    The Key Laboratory of the Ministry of Education for Process Control & Efficiency Engineering, Xi’an 710049, China)

Abstract

Project governance (PG) has been primarily acknowledged as critical by researchers and practitioners in regard to successfully executing projects. However, project governance of public projects has received less attention from researchers. Therefore, in this study, we studied the effects of project governance and top management support (TMS) on project performance (PP) and their interactions in public sector projects. Using the lens of resource dependence theory (RDT), we hypothesize whether TMS moderates the impact of PG on PP. A quantitative deductive approach was employed to examine this relationship. Quantitative data were collected using a structured questionnaire from 346 project managers, team members, and stakeholders. Our results indicated that PG and TMS are positively significantly correlated with project performance. Moreover, we found that TMS acts as a quasi-moderator in the relationship between PG and PP.

Suggested Citation

  • Muhammad Zeeshan Fareed & Qin Su, 2022. "Project Governance and Project Performance: The Moderating Role of Top Management Support," Sustainability, MDPI, vol. 14(5), pages 1-13, February.
    • Handle: RePEc:gam:jsusta:v:14:y:2022:i:5:p:2516-:d:755635
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    References listed on IDEAS

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