Exploring the Influence of Project Management Practices on Project Success with the Moderating Role of Infrastructural Sustainability
DOI:
https://doi.org/10.5281/zenodo.13758546Keywords:
Project Success, Project Management Practice, Infrastructure SustainabilityAbstract
Purpose: Fueling global urban growth relies on sustaining infrastructure. While previous literature explores Project Management Practices (PMPs), Infrastructural Sustainability (IS), and Project Success (PS) through qualitative research, this research stands out by pioneering an in-depth exploration of the dynamic interplay between PMPs and Project Success, along with a fresh examination of Project Success dimensions. The study specifically focuses on understanding how Project Management Practices shape success and the far-reaching impact of Infrastructural Sustainability. Additionally, our study introduces a unique perspective by delving into the moderating influence of Infrastructural Sustainability, contributing a novel dimension to the existing knowledge landscape.
Design/Methodology/Approach: The research follows an exploratory approach with a quantitative focus, particularly drawing from the fields of construction and engineering projects. Primary data is collected through a well-structured questionnaire distributed via various channels, targeting national companies involved in such projects. The questionnaire design aligns with prior studies, utilizing Likert scales for PMPs, IS, and PS.
Findings: The analysis, performed using SmartPLS 3, demonstrates Project Management Practices (PMPs) exhibit a robustly positive influence on Project Success (PS), with a highly significant t-value of 5.997 (p-value = 0.000). This underscores a substantial and positive correlation. Notably, Infrastructural Sustainability (IS) demonstrates a significantly positive correlation with Project Success (PS), reflected in a t-value of 9.503 (p-value = 0.000). Moreover, the moderation effect of Infrastructural Sustainability (IS) in the relationship between Project Management Practices (PMPs) and Project Success (PS) is noteworthy. The p-value of 0.033 indicates its significance, and the positive coefficient (0.059) coupled with a t-value of 2.131 highlights its substantial impact.
Implications/Originality/Value: The research findings emphasize that integrating PMPs with a focus on IS improves project success and organizational sustainability and contributes valuable theoretical insights by establishing IS's moderating role in this dynamic. This research offers important implications for practitioners and policymakers, encouraging adopting practices that lead to sustainable project and organizational success.
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