Does perceived top management involvement and knowledge sharing affect perceived project performance? Evidence from the banking sector

Nela Milošević, Oliver Tošković and Slađana Barjaktarović Rakočević

Journal of East European Management Studies, 2019, vol. 24, issue 2, 259-279

Abstract: This study explores the impact of perceived top management involvement and knowledge sharing on perceived project performance. Relationships are examined from a sample of CEOs, directors and project managers from one large international bank in Serbia. Our results confirm that the “human factor” is critical to project success because perceived top management commitment exerts the most relevant direct relation, in addition to having an indirect relation through perceived knowledge management. Moreover, a nontrivial proportion of perceived project success (35%) is explained through perceived top management involvement and knowledge sharing.

Date: 2019
References: Add references at CitEc
Citations:

Downloads: (external link)
https://www.nomos-elibrary.de/10.5771/0949-6181-2019-2-259 (application/pdf)

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:nms:joeems:10.5771/0949-6181-2019-2-259

Ordering information: This journal article can be ordered from
Nomos Verlagsgesellschaft mbH & Co. KG, Waldseestraße 3-5, 76530 Baden-Baden, Germany
https://www.nomos-sh ... w.aspx?product=29288

DOI: 10.5771/0949-6181-2019-2-259

Access Statistics for this article

Journal of East European Management Studies is currently edited by Thomas Steger, editor-in chief

More articles in Journal of East European Management Studies from Nomos Verlagsgesellschaft mbH & Co. KG
Bibliographic data for series maintained by Nomos Verlagsgesellschaft mbH & Co. KG ().