A recent study by Barki, Rivard and Talbot (1997) identified a contradiction between project management practice and theoretical expectation. One possible explanation for this contradiction is the influence of other factors on the relationship between management style and project success. This paper presents results from an exploratory study designed to identify other important factors. The contribution of this paper is the introduction of a conceptual model that more thoroughly explains the relationship between project management style and project success. On-going research will empirically validate this model making a more valuable contribution to IS research.