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dc.contributor.authorFossum, Knut Robert
dc.contributor.authorBinder, Jean C
dc.contributor.authorMadsen, Tage Koed
dc.contributor.authorAarseth, Wenche
dc.contributor.authorAndersen, Bjørn Sørskot
dc.date.accessioned2019-08-06T08:03:17Z
dc.date.available2019-08-06T08:03:17Z
dc.date.created2019-07-02T10:41:17Z
dc.date.issued2019
dc.identifier.issn1753-8378
dc.identifier.urihttp://hdl.handle.net/11250/2607230
dc.description.abstractPurpose The purpose of this paper is to identify and complete the existing lack of quantitative data at the crossroads between organizational support (OS) practices and project management success in global projects (GPs) and discuss implication of the results in perspective of the theory–practice gap. Design/methodology/approach Building on classical organizational theory and GP knowledge areas, a survey addressing GP practitioners was designed. This paper focuses on OS practices as success factors and addresses a subset of the survey (1,170 respondents across 74 countries). Findings OS practices included in the study were found to have high importance for managerial success. OS practices for selection and training of team members show significant correlation with project efficiency but have low adaptation in many organizations. Statistically significant correlations were found to be weaker than expected, indicating that the relation between OS practices (as success factors) and project efficiency (as success criteria) is more complex than expected. Research limitations/implications The work constitutes opinion-based research and is vulnerable to variations in OS practices and the definition of success in different organizations and industries. The granularity level of the theoretical framework brought about relative high-level survey questions and may impact the applicability of the results. Practical implications To improve the efficiency of GPs, better implementation of OS practices for selection processes and training personnel has been suggested. Originality/value The theoretical alignment of classical organizational variables with GP knowledge areas and associated practices provides an original approach to the “theory–practice gap” discourse.nb_NO
dc.language.isoengnb_NO
dc.publisherEmeraldnb_NO
dc.relation.urihttps://www.emerald.com/insight/content/doi/10.1108/IJMPB-09-2018-0182/full/html
dc.titleSuccess factors in global project management: A study of practices in organizational support and the effects on cost and schedulenb_NO
dc.typeJournal articlenb_NO
dc.typePeer reviewednb_NO
dc.description.versionacceptedVersionnb_NO
dc.subject.nsiVDP::Samfunnsvitenskap: 200nb_NO
dc.subject.nsiVDP::Social sciences: 200nb_NO
dc.source.journalInternational Journal of Managing Projects in Businessnb_NO
dc.identifier.doi10.1108/IJMPB-09-2018-0182
dc.identifier.cristin1709247
dc.description.localcode© 2019. This is the authors' accepted and refereed manuscript to the article. The final authenticated version is available online at: https://doi.org/10.1108/IJMPB-09-2018-0182nb_NO
cristin.unitcode194,64,92,0
cristin.unitnameInstitutt for maskinteknikk og produksjon
cristin.ispublishedtrue
cristin.fulltextpostprint
cristin.qualitycode1


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