Project control mechanisms in non-project-based organisations in Asia

Prasad Gyawali, Yin Tao and Ralf Müller

International Journal of Project Organisation and Management, 2013, vol. 5, issue 4, 312-333

Abstract: This study investigates the contingency between project type and project control mechanisms for projects done in non-project-based organisations in Asia. Seven case studies were conducted in China and Nepal, where project managers were repeatedly interviewed. An interpretivistic investigation using semi-structured interviews and qualitative analysis was conducted. Four project types (depending on clearness of goals and methods) and their distinct organisational control mechanisms (bureaucratic behaviour, bureaucratic output, clan and self control) were identified, showing a contingency between type of project and control mechanisms employed. Furthermore, the application of control tools within control mechanisms was investigated. Results showed variance across project type. The study results have implications for the staffing of projects, reward systems and the level of authority granted to project managers.

Keywords: project control; project management; control mechanisms; control tools; non-project based organisations; project governance; China; Nepal; project staffing; reward systems; authority levels. (search for similar items in EconPapers)
Date: 2013
References: Add references at CitEc
Citations:

Downloads: (external link)
http://www.inderscience.com/link.php?id=58380 (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:ids:ijpoma:v:5:y:2013:i:4:p:312-333

Access Statistics for this article

More articles in International Journal of Project Organisation and Management from Inderscience Enterprises Ltd
Bibliographic data for series maintained by Sarah Parker ().