 Impact of project manager competencies on project performance: mediating role of trustDu Qiangqiang and Ruhanita Maelah International Journal of Management and Enterprise Development, 2025, vol. 24, issue 2, 103-128 Abstract: Project manager (PM) competencies and trust play a crucial role in improving project performance, especially in the challenging environment of IT projects characterised by complexity, diversity, and constant changes. The aim of this study is to determine how trust interacts with and mediates the relationship between PM competencies and the project performance of IT projects in China. A cross-sectional survey data was collected from 326 team members involved in IT projects and used to test the theoretical framework based on project management theory which comes from project management body of knowledge (PMBOK). Multiple linear regression analysis demonstrated that PM competencies positively affect project performance, and trust partially mediates the relationship between PM competencies and project performance. The findings of this study can be used by PMs to improve project performance through their competencies and trust with team members. This paper adds value to existing research in the context of IT projects in China and has the potential to be applied in other industries and countries. Keywords: project manager competencies; trust; project performance; IT. (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:ids:ijmede:v:24:y:2025:i:2:p:103-128 Access Statistics for this article More articles in International Journal of Management and Enterprise Development from Inderscience Enterprises Ltd |
Is your work missing from RePEc? Here is how to contribute.
Questions or problems? Check the EconPapers FAQ or send mail to .
EconPapers is hosted by the
School of Business at Örebro University.