International Journal of Information Systems and Project Management

Document Type



Taking into account the contingency theory, this paper explores the extent to which key project management improvement initiatives and key embedding factors, identified in a previously developed conceptual framework, are dependent on organizational context, namely sector of activity, organization size, geographic area and project types. Therefore, aiming to guide professionals on making use of such framework in their organizations. Statistically significant contextual correlations were looked for in a worldwide sample of 793 questionnaire responses from project management professionals, using Principal Component Analysis, ANOVA test and post-hoc Tukey test. Context related differences found were limited, suggesting that the framework for improving and embedding project management practice is substantially generic. Therefore, the paper shows the explanatory power of the framework, which can be used by any organization independent of its sector of activity, dimension, geographic area and project types, however indicating the existence of slight differences. For example, Information Technology companies might give more relevance to initiatives such as corporate standardization and tailoring of project management processes tools and techniques than Engineering and Construction companies.



To view the content in your browser, please download Adobe Reader or, alternately,
you may Download the file to your hard drive.

NOTE: The latest versions of Adobe Reader do not support viewing PDF files within Firefox on Mac OS and if you are using a modern (Intel) Mac, there is no official plugin for viewing PDF files within the browser window.