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Why Projects Fail: Knowledge Worker and the Reward Effect

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  • Yoav Gal
  • Efrat Hadas

Abstract

The purpose of this article is to show that a vital and critical element may be missing when discussing project management. This element refers to the reward effect and to the coordination between information flow and organizational processes. The average organizational reward system causes a knowledge worker to reject almost all project management initiatives, which is one of the reasons that a significant proportion of many projects fail. The importance of understanding the reward effect lays in its possible contribution toward the development of management tools which may help an organization better manage its project management initiatives. For coordination between information flow and organizational processes, the three following variables must be controlled within prescribed ranges: the number of dependent editing transitions that the data must undergo during the management process, the delay time for data values reaching the decision maker, and the availability of the information systems. Copyright Springer Science+Business Media New York 2015

Suggested Citation

  • Yoav Gal & Efrat Hadas, 2015. "Why Projects Fail: Knowledge Worker and the Reward Effect," Journal of the Knowledge Economy, Springer;Portland International Center for Management of Engineering and Technology (PICMET), vol. 6(4), pages 968-977, December.
    • Handle: RePEc:spr:jknowl:v:6:y:2015:i:4:p:968-977
    DOI: 10.1007/s13132-013-0168-1
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    Cited by:

    1. Ahmed S. El Touny & Ahmed H. Ibrahim & Hossam H. Mohamed, 2021. "An Integrated Sustainable Construction Project’s Critical Success Factors (ISCSFs)," Sustainability, MDPI, vol. 13(15), pages 1-26, August.

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