Retaining and satisfying project managers – antecedents and outcomes of project managers’ perceived organizational support

"Same same" but different? Exploring the impact of perceived organizational support at the school and teacher levels on teachers' job engagement and organizational citizenship behavior

All countries in the world are currently trying to implement educational reform, which increases the additional workload of teachers. It is more important to discuss how to inspire teachers' enthusiasm for educational reform from the perspective of organizational support (OS). Previous research on OS was limited to perceived organizational support (POS), but in recent years group-level OS has been considered the most promising. There is no study comparing POS and group-level OS in education, and therefore this study explored the relationships between OS, job engagement (JE) and organizational citizenship behavior (OCB) in an educational context. In particular, OS was examined at the individual-level (POS) and the aggregated group-level (school organizational support, SOS). Analysis was performed using structural equation modeling (SEM) at both single and multiple levels. SEM results showed direct and positive relationships of individual-level POS with both JE and OCB. Moreover, JE is directly and positively related to OCB and plays the partial mediating role of the indirect and positive impact of POS on OCB. Multilevel structural equation modeling (MSEM) analysis revealed direct and positive relationships of SOS with teachers' JE, which was directly and positively related to their OCB. While SOS had no significant positive relationship with OCB, it did have a positive impact on OCB through the mediation of JE. Comparison between SEM and MSEM results revealed the change in effect of OS on OCB from significant to insignificant, thus implying full mediation effect of JE when SOS is considered.

Investigating the nexus between critical success factors, despotic leadership, and success of renewable energy projects

The aim of this study to examine how critical success factors (CSFs) affect the project success (PS), directly and indirectly, using the despotic leadership (DL) as a mediating variable. Critical success factors with multiple dimensions, such as organizational factors, team factors, technical factors, and communication factors, were used in this study. In this study, we used a questionnaire survey approach. The data were collected from the project directors, project managers, functional managers, and team leaders working in the renewable energy project of Pakistan. For data analysis, we used the partial least squares structural equation modeling through SmartPLS 3.2. The outcomes indicate that team factors and communication factors have a positive and significant relationship with PS in the direct relationship. At the same time, organization factors and technical factors were insignificant in the direct relationship with PS. Moreover, to examine the mediating effects of despotic leadership, we have examined the indirect effects of critical success factors on PS. The findings of this study indicate that DL is not mediated between organizational factors and PS in the indirect relationship. However, DL negatively mediates between three factors (team, technical, and communication) of critical success factors on project success. This paper concludes that despotic leaders go beyond controlling and self-serving behaviour and are engaged in exploitative and unethical acts that can drain project resources, which reduce the success and sustainability of renewable energy projects.

Is the Project Manager’s Road to Success Paved Only with Clear Career Paths?

This study examined the role of career attitudes and behaviors and employability enhancement factors in predicting project managers’ career success facets, over and above the availability of clear career paths. An online survey was completed by 552 Italian project managers. Clear career paths, employability culture, and protean career attitude positively predicted both objective and subjective (along with objective boundarylessness) career success. Dominance analysis showed the prevailing role of protean career, employability culture, and clear career paths. Results built a bridge between project management literature and career studies, particularly informing about the significance of the protean career. Organizational and individual implications for practices are discussed.

How Project Management and Top Management Involvement Affect the Innovativeness of Professional Service Organizations—An Empirical Study on Hospitals

This study investigates how top management involvement and project management professionalization affect firm innovativeness. We focus on hospitals as representative of professional service organizations characterized by pluralistic individual and organizational interests. A multiyear analysis of project management survey and objective performance data of 90 hospitals indicates that top management involvement in innovation projects reduces hospital innovativeness, and project management professionalization increases hospital innovativeness. However, increasing project management professionalization simultaneously strengthens top management involvement’s effectiveness. The results contribute to our understanding of potential interactions and different effects of project management efforts at different organizational levels in professional service organizations.