Heterogeneity and perception congruence of project outcomes

Udechukwu Ojiako; Maxwell Chipulu; Alasdair Marshall; Mel Ashleigh; Stuart Maguire; Terry Williams; Lawrence Obokoh

doi:10.1080/09537287.2014.994684

Heterogeneity and perception congruence of project outcomes

Udechukwu Ojiako^*, Maxwell Chipulu, Alasdair Marshall, Mel Ashleigh, Stuart Maguire, Terry Williams, Lawrence Obokoh

^*Corresponding author for this work

Design, Manufacturing And Engineering Management

Research output: Contribution to journal › Article › peer-review

36 Citations (Scopus)

Abstract

This study examines the impact of project manager and practitioner heterogeneity on congruent perceptions of the outcome of service operations projects. More specifically, the study focuses on congruence in the formation and subsequently revision of project outcome perceptions of service operations. Data were obtained from 1413 project management practitioners and subsequently analysed using multi-layered and combined statistical methods. The results suggest that perception congruence, that is relationships or agreements between different stakeholders, may be impacted by age and role heterogeneity of project managers and practitioners, but not gender.

Original language	English
Pages (from-to)	858-873
Number of pages	16
Journal	Production Planning and Control
Volume	26
Issue number	11
DOIs	https://doi.org/10.1080/09537287.2014.994684
Publication status	Published - 18 Aug 2015

Keywords

perceptions
project management
project outcome
practitioner heterogeneity
perception congruence
statistical methods

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10.1080/09537287.2014.994684

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AU - Ojiako, Udechukwu

AU - Chipulu, Maxwell

AU - Marshall, Alasdair

AU - Ashleigh, Mel

AU - Maguire, Stuart

AU - Williams, Terry

AU - Obokoh, Lawrence

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AB - This study examines the impact of project manager and practitioner heterogeneity on congruent perceptions of the outcome of service operations projects. More specifically, the study focuses on congruence in the formation and subsequently revision of project outcome perceptions of service operations. Data were obtained from 1413 project management practitioners and subsequently analysed using multi-layered and combined statistical methods. The results suggest that perception congruence, that is relationships or agreements between different stakeholders, may be impacted by age and role heterogeneity of project managers and practitioners, but not gender.

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Heterogeneity and perception congruence of project outcomes

Abstract

Keywords

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