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Does perceived top management involvement and knowledge sharing affect perceived project performance? Evidence from the banking sector

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  • Milošević, Nela
  • Tošković, Oliver
  • Rakočević, Slađana Barjaktarović

Abstract

This study explores the impact of perceived top management involvement and knowledge sharing on perceived project performance. Relationships are examined from a sample of CEOs, directors and project managers from one large international bank in Serbia. Our results confirm that the “human factor” is critical to project success because perceived top management commitment exerts the most relevant direct relation, in addition to having an indirect relation through perceived knowledge management. Moreover, a nontrivial proportion of perceived project success (35%) is explained through perceived top management involvement and knowledge sharing.

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  • Milošević, Nela & Tošković, Oliver & Rakočević, Slađana Barjaktarović, 2019. "Does perceived top management involvement and knowledge sharing affect perceived project performance? Evidence from the banking sector," Journal of East European Management Studies, Nomos Verlagsgesellschaft mbH & Co. KG, vol. 24(2), pages 259-279.
    • Handle: RePEc:nms:joeems:10.5771/0949-6181-2019-2-259
    DOI: 10.5771/0949-6181-2019-2-259
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